INTERNAL COMPETITION IN A HIGH-PERFORMANCE TEAM

Abstract

Business leaders share a belief that internal competition cannot coexist with collaboration within the team. This article represents a discussion on strategies some midlevel managers in Singapore apply to create high-performance organizational culture. Six midlevel managers from a multinational Fortune 500 information technology (IT) company participated in this blended case study and mini-ethnography research. This study concluded that in a high-performance team, high-level internal competition coexists with a high level of internal collaboration. Managers and leaders who aim to build high-performance culture and continue to sharpen their organization's competitive advantage might use the study findings as a supporting guide.