Abstract: Amidst intense competition, the precise recognition of innovative solutions aligned with the enterprise's needs emerges as paramount for a company's survival and growth. Decision-makers' creativity recognition holds a central position in the literature on organizational creativity and innovation. However, existing studies often overlook the substantial impact of competition, leaving decision-makers' cognitive biases and the underlying mechanisms unexplored. Consequently, research findings lack the explanatory power necessary for real-world phenomena. Within the corporate innovation process, decision-makers frequently engage in prolonged competition with closely matched opponents, transforming routine competition into enduring rivalry. Acknowledging this context, the current project adopts a relational competition perspective to investigate how the rivalry between decision-makers influences the accuracy of creativity recognition for both parties. Employing a mixed-method approach, encompassing laboratory experiments, field studies, and archival analysis across four studies, the project explores the nuanced effects of rivalry on decision-makers' creativity recognition. Furthermore, the project seeks to unveil the mediating roles of cognitive processing depth and breadth paths while examining the boundary conditions. Leveraging the rivalry perspective, this project sheds new light on decision-makers' cognitive biases in creativity recognition and the underlying mechanisms contributing to these biases. In terms of practical implications, this project can also assist decision-makers in comprehending and mitigating biases effectively.