<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Leslie Berger</style></author><author><style face="normal" font="default" size="100%">Kenneth Klassen</style></author><author><style face="normal" font="default" size="100%">Theresa Libby</style></author><author><style face="normal" font="default" size="100%">Alan Webb</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Complacency and giving up across repeated tournaments: Evidence from the field</style></title><secondary-title><style face="normal" font="default" size="100%">Journal of Management Accounting Research</style></secondary-title></titles><dates><year><style  face="normal" font="default" size="100%">2013</style></year></dates><volume><style face="normal" font="default" size="100%">25</style></volume><pages><style face="normal" font="default" size="100%">143-168</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">&lt;p&gt;Tournament incentive schemes involve individuals competing against each other for a single or limited number of rewards (e.g., promotion, bonus, pay raise). Although research shows tournament schemes can have positive effects on performance, there is also evidence of dysfunctional intra-tournament behavior by top performers (complacency) and weak performers (giving up). However, few studies have examined behavior in organizational settings, not uncommon in practice, where tournaments are conducted on a repeated basis. We predict that complacency and giving up will generalize to settings where individuals repeatedly compete in successive short-duration tournaments. We test our predictions using archival data from a reservation center of a major hotel chain that employs repeated four-week tournaments where performance does not carryover from one competition to the next. Results show top performers quickly become complacent in response to success in early tournaments. The lowest-performing losers in early tournaments eventually appear to give up, but additional analysis indicates they only do so after unsuccessfully changing task strategy. Our results contribute to a better understanding of individual behavior in settings where individuals&amp;nbsp;repeatedly compete against largely the same group of employees. Our evidence also suggests that tournaments are less&amp;nbsp;effective at sustaining the motivation of the most capable performers and other approaches may be necessary.&lt;/p&gt;</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue></record></records></xml>