A Cautionary Tale: On the Adoption of Self‐Determination Theory Principles for Practice

Abstract Self‐determination theory (SDT) continues to be among the most popular need‐based theories of motivation in psychology and the organizational sciences. In their interesting and wide‐ranging work, Gagné and Hewett (2024, this issue) contrast the assumptions and presumed mechanisms of SDT with the restrictive assumptions of agency theory. They also offer several suggestions for implementing SDT principles in practice, business school curricula, and public policy. In this counterpoint, I highlight areas of agreement with the authors, but also offer thoughts on SDT limitations and blind spots. My conclusion is a large‐scale adoption of SDT – to the exclusion or minimization of other views – would not be advisable. I base this conclusion on the logic that needs vary in importance across individuals and needs are broader than those encompassed by SDT. Moreover, scholars and practitioners should embrace the notion that factors beyond the needs in SDT (e.g., values, fairness, quasi‐rational calculations, and rewards) also play important roles in determining motivation.