scholarly journals Understanding Heterogeneity in the Performance Feedback – Organizational Responsiveness Relationship: A Meta-Analysis

2019 ◽  
Author(s):  
Hugo Verver ◽  
Marino van Zelst ◽  
Gerardus Johannes Maria Lucas ◽  
Marius Meeus
Keyword(s):  
Organizational Performance ◽  
Performance Feedback ◽  
Performance Indicator ◽  
Meta Analysis ◽  
Theory Of The Firm ◽  
Effect Sizes ◽  
Organizational Responsiveness ◽  
Aspiration Levels ◽  
And Performance ◽  
Indicator Type

Organizational performance feedback theory (PFT), which is derived from the Behavioral Theory of the Firm, has emerged as a key perspective guiding studies investigating how performance relative to aspiration levels (i.e., performance feedback) influences organizational responsiveness. While the PFT literature refers to a core prediction - performance below aspirations induces more responsiveness than performance above aspirations does - empirical evidence reveals considerable conflicting findings. In line with contested issues in the current PFT literature, we propose a series of research questions and more refined predictions, which we elated to specific dimensions of performance feedback (valence, type of aspiration level and performance indicator), type of responsiveness (search versus change), and organizational characteristics (age, form of ownership, and industry). We test these refinements with various meta-analytic approaches, based on 263 effect sizes extracted from 156 studies. Our results demonstrate that the way in which performance feedback influences organizational responsiveness is sensitive to the factors we based our predictions on, with meta-analyzed effect sizes ranging from -0.106 to 0.055. Our findings help to systematically distinguish patterns in the heterogeneity associated with the performance feedback-responsiveness relationship. These results support our contention that more refined explanations, measures, and models of organizational performance feedback are needed.

scholarly journals The role of performance feedback consistency in aspiration level adaptation: Evidence from a European grocery retailer

2019 ◽  
Vol 45 (1) ◽  
pp. 18-29
Author(s):  
Burak Cem Konduk
Keyword(s):  
Performance Feedback ◽  
High Performance ◽  
Past Research ◽  
Aspiration Level ◽  
Performance Targets ◽  
Aspiration Levels ◽  
Organizational Attention ◽  
And Performance ◽  
The Impact

This study investigates whether and how the impact of drivers of aspiration levels changes across the cases of consistent and inconsistent performance feedback within the context of a retailer. Analysis of internal corporate data shows that while past aspiration level and performance–aspiration gap positively influence the current aspiration level in the case of inconsistent feedback, performance feedback consistency changes only the impact of performance relative to peers. This study replicates past research in a different industry and country due to limited empirical evidence, introduces real-world complexity into aspiration theory, pinpoints performance–aspiration gap as the primary performance feedback, introduces a new sign for the impact of performance relative to peers, and reconciles its previously detected mixed impact. The findings suggest that organizational attention has an inward focus in the case of inconsistent feedback. The results also point out that leaders can trigger change through a performance outcome that lags behind the corresponding aspiration level rather than the performance of peers and eventually move their organizations toward high performance targets by starting with feasible rather than stretch goals.

Quiet Eye and Performance in Sport: A Meta-Analysis

2016 ◽  
Vol 38 (5) ◽  
pp. 441-457 ◽  
Author(s):  
Jean-Charles Lebeau ◽  
Sicong Liu ◽  
Camilo Sáenz-Moncaleano ◽  
Susana Sanduvete-Chaves ◽  
Salvador Chacón-Moscoso ◽  
...  
Keyword(s):  
Effect Size ◽  
Meta Analysis ◽  
Effect Sizes ◽  
Subsequent Performance ◽  
Quiet Eye ◽  
Performance Effects ◽  
Moderate Effect Size ◽  
Moderate Effect ◽  
And Performance ◽  
Absolute Duration

Research linking the “quiet eye” (QE) period to subsequent performance has not been systematically synthesized. In this paper we review the literature on the link between the two through nonintervention (Synthesis 1) and intervention (Synthesis 2) studies. In the first synthesis, 27 studies with 38 effect sizes resulted in a large mean effect (d = 1.04) reflecting differences between experts’ and novices’ QE periods, and a moderate effect size (d = 0.58) comparing QE periods for successful and unsuccessful performances within individuals. Studies reporting QE duration as a percentage of the total time revealed a larger mean effect size than studies reporting an absolute duration (in milliseconds). The second synthesis of 9 articles revealed very large effect sizes for both the quiet-eye period (d = 1.53) and performance (d = 0.84). QE also showed some ability to predict performance effects across studies.

Cohesion and Performance in Sport: A Meta Analysis

2002 ◽  
Vol 24 (2) ◽  
pp. 168-188 ◽  
Author(s):  
Albert V. Carron ◽  
Michelle M. Colman ◽  
Jennifer Wheeler ◽  
Diane Stevens
Keyword(s):  
Meta Analysis ◽  
Team Building ◽  
Effect Sizes ◽  
Performance Effect ◽  
Secondary Purpose ◽  
Literature Searches ◽  
Group Environment ◽  
Sport Teams ◽  
And Performance ◽  
Potential Moderator

The main purpose of this study was to conduct a meta-analytic summary of the cohesion-performance relationship in sport. A secondary purpose was to examine the influence of a number of potential moderator variables. Another secondary purpose was to examine the cohesion–performance relationship reported in studies using the Group Environment Questionnaire (GEQ). Standard literature searches produced 46 studies containing a total of 164 effect sizes. Overall, a significant moderate to large relationship was found between cohesion and performance. A moderate effect was found in studies that used the GEQ. A larger cohesion–performance effect was found in refereed publications (vs. nonpublished sources) and for female teams. These results have implications for practitioners in terms of the importance of team building to enhance team cohesion, the nature of those team-building programs (e.g., both task- or social-oriented programs should be beneficial), and their target group (e.g., both interdependent and coactive sport teams should profit).

scholarly journals Malicious Mind Readers? A Meta-Analysis on Machiavellianism and Cognitive and Affective Empathy

2021 ◽  
Author(s):  
Christian Blötner ◽  
Ricarda Steinmayr ◽  
Sebastian Bergold
Keyword(s):  
Personality Trait ◽  
Meta Analysis ◽  
Cognitive Empathy ◽  
Effect Sizes ◽  
Affective Empathy ◽  
Negative Effects ◽  
Empathic Ability ◽  
And Performance ◽  
General Studies

This meta-analysis investigated how the antagonistic personality trait Machiavellianism (Mach) relates to cognitive and affective empathy. Due to the role of manipulation in Mach, previous research argued that Mach should go along with higher empathic ability but found negative effects very consistently. Thus, some scholars argued that individuals with high scores in Mach had empathic deficits. The current meta-analysis (70 studies, 76 samples, and 232 effect sizes) challenged both perspectives by investigating bivariate and multivariate relations between Mach, self-reported cognitive empathy, cognitive empathic skills, and affective empathy. Further, we tested if gender distributions, student samples, and different utilized Mach scales accounted for differences across studies (i.e., moderated those). Bivariate analyses revealed inverse correlations of Mach with all facets of empathy (ρs from -.10 to -.36). The relations with self-reported and performance-based cognitive empathy almost dissolved when controlling for affective empathy. Neither of the proposed moderators significantly explained differences across studies. In general, studies with a high percentage of men and those comprising non-students revealed more diverse correlations than studies with a large proportion of women and studies that exclusively recruited students. The results suggest low affective empathy in Mach but contradict both the empathic deficits- and the “skilled mind reader”-perspectives.

Curvilinearity in the performance feedback and R&D relationship

2019 ◽  
Vol 13 (1) ◽  
pp. 1-14
Author(s):  
Michal Jirásek
Keyword(s):  
Performance Feedback ◽  
Fixed Effects ◽  
Design Methodology ◽  
Theory Of The Firm ◽  
Panel Data Models ◽  
Search Activity ◽  
Industrial Firms ◽  
Content Type ◽  
Aspiration Levels ◽  
Measure Of Performance

Purpose The question of how the firm responds to performance feedback forms the backbone of the behavioral theory of the firm. Although the literature works with goals aspirations and additional determinants of a firm’s search activity – proximity to bankruptcy and slack resources – the majority of the empirical research assumes the firm’s response to performance feedback to be linear with a spline at the aspiration level. The purpose of this paper is to study possible curvilinear properties of performance feedback itself that may yield insight on the behavior of firms responding differently from the theory’s predictions. Design/methodology/approach The research uses data from exchange-listed German industrial firms followed from 2001 to 2015. It evaluates hypotheses using historical aspiration models with ROA as a measure of performance and with a spline specification. The fixed-effects panel data models serve as an estimation technique. Findings The research supports an inverted U-shape relationship between performance feedback and research and development (R&D) intensity for firms below their aspiration levels, and a U-shape relationship for firms above their aspiration levels. Originality/value The research is one of the first to directly study curvilinearity in performance feedback relationships. Arguably, there is no such a study directly focusing on a firm’s search as represented by R&D, despite the fact, that R&D forms the backbone of performance feedback research. Also, the population of German industrial firms is new in the literature.

scholarly journals Performance Feedback Theory

2021 ◽  
Keyword(s):  
Decision Maker ◽  
Performance Feedback ◽  
Theory Of The Firm ◽  
Performance Measure ◽  
Behavioral Theory ◽  
Theory Approach ◽  
Aspiration Level ◽  
Actual Performance ◽  
Aspiration Levels ◽  
Wide Range

Performance Feedback Theory (PFT) is a scholarly field that examines how organizations respond to feedback on their performance. Other keywords used by researchers in this area include “adaptive aspirations,” “attainment discrepancy,” “organizational learning from performance feedback,” “performance aspiration,” or a more generic label like a “behavioral theory/approach/perspective.” The origin of PFT can be found in the Carnegie School approach. PFT explicitly and predominantly positions itself as part of the “Behavioral Theory of the Firm” (BTOF). PFT shares many of the same foundational ideas and continues to be influenced by other strands of BTOF scholarship. The main concepts in this theory are performance feedback, aspiration levels, and responses or responsiveness. Aspiration level refers to the minimum level of performance deemed satisfactory by a decision maker, and, thus, it serves as the benchmark against which to evaluate performance. Two types of aspiration levels are common: historical ones, which are based on the organization’s own prior performance, and social ones, which are based on the performance of comparable peer organizations, usually all other firms active in a focal firm’s industry. The comparison of actual performance with aspiration levels constitutes performance feedback. Depending on whether performance feedback is favorable, i.e., exceeds a particular aspiration level being examined, PFT predicts different responses and levels of responsiveness. Commonly, predictions and findings indicate responses that diverge from previous firm actions and greater responsiveness in any area of firm activity where performance is below the aspiration level. Such responses includes a wide range of strategic and operational choices, such as new market entry, investment in fixed assets, research and development (R&D) spending, innovation adoption, and so on. In fact, as PFT continues to develop and gain in popularity, the range of firm and decision maker behaviors linked to performance feedback has greatly increased. While consensus is widespread on the core of the theory, PFT scholarship is still developing. Discussions are ongoing on the extent to which its main predictions apply universally, irrespective of the type of organization examined, the performance measure used, and the type of aspiration level considered. Specifically, research efforts are examining what boundary conditions limit the applicability of PFT’s predictions and which contingencies modify them and, thus, should be included as moderators in PFT models.

Why's My Boss Always Holding Me Down? A Meta-Analysis of Power Effects on Performance Evaluations

1998 ◽  
Vol 2 (3) ◽  
pp. 184-195 ◽  
Author(s):  
John C. Georgesen ◽  
Monica J. Harris
Keyword(s):  
Performance Evaluation ◽  
Meta Analysis ◽  
The Self ◽  
Performance Evaluations ◽  
Effect Sizes ◽  
Social Psychological ◽  
Psychological Theories ◽  
Analytic Review ◽  
And Performance

One factor with potential links to performance evaluation is evaluator power. In a meta-analytic review of the available literature, the relation between power and performance evaluation was examined. Results indicate that as power levels increase, evaluations of others become increasingly negative and evaluations of the self become increasingly positive. We examined moderators of these relations, and methodological variables caused the most differences in effect sizes across studies. The article addresses implications of these findings for businesses and social psychological theories of power.

Feedback als middel voor het bevorderen van teamprestatie en teamleren

2006 ◽  
Vol 19 (3) ◽  
Author(s):  
Wieby M.M. Altink ◽  
Carin J.H. Bossink ◽  
Hanneke. J.A. Bulthuis ◽  
S. Jansma
Keyword(s):  
The Netherlands ◽  
Performance Improvement ◽  
Performance Indicators ◽  
Meta Analysis ◽  
Effect Sizes ◽  
Research Projects ◽  
Team Members ◽  
And Performance ◽  
Practical Implications

Feedback as a method for improving the performance and learning of teams Feedback as a method for improving the performance and learning of teams Wieby M.M. Altink, Carin J.H. Bossink, Hanneke. J.A. Bulthuis & S. Jansma, Gedrag & Organisatie, Volume 19, September 2006, nr. 3, pp. 272-289 Teamwork is essential nowadays. Already in 1992 about 82% of the organizations stated to work with teams. Most organizations want to improve teamwork in order to improve on their business, but also to develop the competencies of their employees. In this study two research projects from the Netherlands are discussed that tackled the relation between feedback (individual and team related) with performance (as judged by team members themselves). We find a relation between feedback and performance indicators. Effect-sizes are corresponding to other (meta-analysis) studies. The results are discussed in relation to methods to account on performance improvement within organizations. Theoretical and practical implications are also discussed.

scholarly journals A meta-analysis of induced achievement goals: the moderating effects of goal standard and goal framing

2021 ◽  
Vol 24 (1) ◽  
pp. 195-245
Author(s):  
Gera Noordzij ◽  
Lisenne Giel ◽  
Heleen van Mierlo
Keyword(s):  
Achievement Goals ◽  
Meta Analysis ◽  
Effect Sizes ◽  
Moderating Effects ◽  
Goal Framing ◽  
Performance Effects ◽  
And Performance ◽  
Approach Goals ◽  
Avoidance Goals ◽  
Mastery Approach

AbstractIn this paper, we present a meta-analysis of the motivational and performance effects of experimentally induced achievement goals and the moderating effects of goal standard and goal framing; comprising 90 studies which provided 235 effect sizes (11,247 participants). The findings show that, relative to performance-approach and performance-avoidance goals and no-goals, induced mastery-approach goals enhanced performance, but not motivation. With regards to the goal standard used in the inducement, mastery-approach goals related to better performance than performance-approach goals, when mastery-approach goals were based on task-referenced standards or when social comparison was used as a standard for inducing performance-approach goals. With regards to the goal framing used in the inducement, mastery-approach goals were more beneficial when achievement goals were induced by means of goal content. We therefore conclude that goal framing and goal standard should be taken into consideration in achievement goal research and practice.

scholarly journals Social Performance Feedback and Firm Communication Strategy

2021 ◽  
pp. 014920632110422
Author(s):  
Heli Wang ◽  
Ming Jia ◽  
Yi Xiang ◽  
Yang Lan
Keyword(s):  
Impression Management ◽  
Performance Feedback ◽  
Corporate Social Performance ◽  
Social Performance ◽  
Theory Of The Firm ◽  
Strong Support ◽  
State Ownership ◽  
Communication Strategy ◽  
Socially Responsible ◽  
Aspiration Levels

Although corporate social performance has become an important measure of firm performance, there is little understanding about how firms respond to social performance feedback and how impression management may function as an important firm response to the feedback. Building upon and extending the literature on the behavioral theory of the firm and the strategic use of language, we examine how discrepancies between firms’ social performance and their aspiration levels affect how firms use visual expressions in their CSR reports. In addition, we argue that the relationship between social performance discrepancies and the use of visual expressions in CSR reports is moderated by the extent to which firms conduct socially responsible activities to enhance legitimacy (reflected in the level of state ownership) and the extent to which firms engage in social activities to improve financial performance (reflected in foreign exposure). Using a sample of Chinese firms issuing CSR reports from 2009 to 2017, our empirical results provide strong support for these arguments.

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