The DOI matches its Crossref record; 11 of the 11 references it cites were found in a registry or an index.
Reflections on the Looking Glass: A Review of Research on Feedback-Seeking Behavior in Organizations
Abstract
This paper presents and organizes the results of two decades of research on feedback-seeking behavior according to three motives: the instrumental motive to achieve a goal, the ego-based motive to protect one’s ego, and the image-based motive to enhance and protect one’s image in an organization. Each motive is discussed with reference to its impact on the frequency of feedback seeking, seeking method (whether by inquiry or monitoring), timing of feedback seeking, choice of the target of feedback seeking, and the topic on which feedback is sought. The role of context in influencing these patterns is also discussed. Issues in the literature are identified throughout, and the review ends by identifying five promising areas for future research.
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Citations
Cites
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Seligman, M. E. P., & Csikszentmihalyi, M. (2000) · American Psychologist · doi:10.1037/0003-066x.55.1.5 · Cited by 11,351
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The unbearable automaticity of being
Bargh, J. A., & Chartrand, T. L. (1999) · American Psychologist · doi:10.1037/0003-066x.54.7.462 · Cited by 3,699 · cited 2×
“Bargh and Chartrand (1999) note that although- automatic processes offer performers numerous advantages, including freeing up their limited cognitive and attentional capacities, people also have purposes and goals that require conscious effort.”
BackgroundOrganizational Silence: A Barrier to Change and Development in a Pluralistic World
Morrison, E. W., & Milliken, F. J. (2000) · The Academy of Management Review · doi:10.2307/259200 · Cited by 2,776
Piderit, S. K. (2000) · The Academy of Management Review · doi:10.5465/amr.2000.3707722 · Cited by 1,873
Feedback as an individual resource: Personal strategies of creating information
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Self-citationSELF-REGULATION FOR MANAGERIAL EFFECTIVENESS: THE ROLE OF ACTIVE FEEDBACK SEEKING.
Ashford, S. J., & Tsui, A. S. (1991) · Academy of Management Journal · doi:10.5465/256442 · Cited by 774
Self-citationThe Impact of Feedback Diagnosticity and Performance Expectations on Feedback Seeking Behavior
Morrison, E. W., & Cummings, L. L. (1992) · Human Performance · doi:10.1207/s15327043hup0504_1 · Cited by 54
Cited by
Shute, V. J. (2008) · Review of Educational Research · doi:10.3102/0034654307313795 · Cited by 4,631
Making Things Happen: A Model of Proactive Motivation
Parker, S. K., Bindl, U. K., & Strauss, K. (2010) · Journal of Management · doi:10.1177/0149206310363732 · Cited by 2,096
The dynamics of proactivity at work
Grant, A. M., & Ashford, S. J. (2008) · Research in Organizational Behavior · doi:10.1016/j.riob.2008.04.002 · Cited by 2,057
Self-citationState of the science in health professional education: effective feedback
Archer, J. C. (2010) · Medical Education · doi:10.1111/j.1365-2923.2009.03546.x · Cited by 783
Does monitoring goal progress promote goal attainment? A meta-analysis of the experimental evidence.
Harkin, B., Webb, T. L., Chang, B. P. I., Prestwich, A., Conner, M., Kellar, I., Benn, Y., & Sheeran, P. (2016) · Psychological Bulletin · doi:10.1037/bul0000025 · Cited by 564
Metadata
- Authors
- Ashford, S.
- Venue
- Journal of Management
- Publisher
- SAGE Publications
- Published
- 2003-12
- Volume
- 29
- Issue
- 6
- Pages
- 773-799
- ISSN
- 0149-2063 (ISSN-L)
- OpenAlex
- W2153965744
- Cited by
- 815
- References
- 11
- FWCI
- 12.63
- Type
- journal article
- Language
- en
- Open access
- closed
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