This study examines the impact of goal orientations (results-oriented vs. process-oriented) on team dynamics and performance evaluations within global virtual teams, challenging traditional assumptions about team efficiency. Drawing on Herzberg's Two-Factor Theory (1959), Locke's Goal-setting Theory (1967), and intrinsic motivation frameworks, we analyzed data from the X-Culture Project, encompassing 3,660 undergraduate business students in 925 global virtual teams during Fall 2020. Our research specifically investigates how different approaches to incentive mechanisms and goal orientations influence team member perceptions and evaluations. Through multivariate regression analysis, we found that while both results-oriented (focused on monetary rewards and certificates) and process-oriented (valuing collaborative experiences and relationships) team members reported similar levels of subjective satisfaction, their peer evaluations differed significantly. Results-oriented members received lower peer evaluations, being perceived as less creative, less effortful, and less task-compliant. Conversely, process-oriented members were evaluated more positively, demonstrating stronger leadership qualities, active thinking, and perceived work ethic. This favorable evaluation of process-oriented members may be attributed to their stronger focus on team relationships, communication, and collaborative learning, which are particularly crucial in virtual environments where building trust and maintaining engagement require extra effort. Their emphasis on the journey rather than just the destination likely leads to more consistent participation, better communication patterns, and stronger relationship building – all qualities highly valued by peers in virtual collaborative settings. These findings challenge conventional wisdom about incentive structures in global virtual teams and suggest that process orientation may offer a competitive advantage in virtual collaborative environments. The study contributes to our understanding of team dynamics and has important implications for designing effective incentive mechanisms and managing diverse goal orientations in virtual team settings.
