In this symposium, we advance feedback research by considering how perceptions guide effective feedback interactions. By perceptions, we mean how providers and recipients view one another and their relationship, as well as how they view the feedback being relayed and tasks being evaluated. This symposium brings together leading scholars to consider the role of perceptions at each stage of a feedback interaction – at the beginning, when givers are considering feedback delivery, in the middle, when it is delivered and interpreted, and after the interaction, when its consequences unfold. In doing so, the symposium examines the implications of feedback interactions across multiple levels, building from the dyadic level, to the group level, crowd level, and ultimately, the societal level, yielding policy-relevant insights. The presentations were also selected to exhibit the breadth of methodologies that are being applied to explore the role of perceptions in feedback interactions. The papers include findings from surveys, archival field data, and experiments. Together, these presentations propose theories and offer practical implications that will advance our understanding of – and insight into how to improve – feedback processes. Mistaking Employee Silence for Satisfaction and Other Manager Misperceptions Author: Erik Santoro; - Author: Frank Flynn; Stanford U. Author: Benoit Monin; Stanford Graduate School of Business Unpacking the Power of Feedback: Investigating the Structure of Effective Feedback Author: Yingyue Luan; Cambridge Judge Business School Author: YeunJoon Kim; U. of Cambridge Author: Myung Chung; Cambridge Judge Business School Interpreter of Maladies: How Feedback Aggregators Interpret Conflicting Feedback Author: Ting Zhang; Harvard Business School Author: Michael White; Columbia Business School Author: Tuna Cem Hayirli; Harvard Business School Candid Disclosure in Team Debriefs Author: Nate Fulham; - Author: Matthew A. Diabes; Carnegie Mellon U. - Tepper School of Business Author: Binyamin Cooper; Morgan State U. Author: Taya R. Cohen; Carnegie Mellon U. - Tepper School of Business The Failure Gap Author: Lauren Eskreis-Winkler; Northwestern Kellogg School of Management Author: Kaitlin Woolley; Cornell SC Johnson College of Business Author: Eliana Polimeni; Northwestern Kellogg School of Management
Employee creativity is an important source of organizational success and competitive advantage. Researchers have identified many factors that increase employee creativity, including individual differences and contextual characteristics. We summarize the key factors that have emerged as predictors of creativity in the workplace.
Creative geniuses’ deviant behaviors have drawn scholarly attentions for centuries. Plato, for instance, claimed that, “all the greatest benefits of Greece have sprung from madness.” Recent studies have found that creativity and immoral behaviors do seem to be highly correlated and concluded that deviant behaviors stimulate creative behaviors or vice versa. The current investigation raises the possibility that in addition to the effects of deviant behaviors on creativity, the moral reasoning processes behind the behaviors may also increase creativity. Across four studies, we investigated the effect of utilitarian reasoning on creativity. Study 1 showed a positive correlation between utilitarian reasoning and creativity. Study 2 found positive causal effect of utilitarian reasoning on creativity. We argued that utilitarian reasoning increases cognitive flexibility and willingness to deviate from norms because of the need to make conditional or contingent judgments. Indeed, we found that utilitarian reasoning increases creativity through the mediation of cognitive flexibility and willingness to deviate from norms (Study 3, 4). These findings suggest that instead of searching for “immoral geniuses” perhaps scholars could direct their attention more towards “utilitarian geniuses.”
Feedback is an integral part of organizational life and a critical enabler for employee development and performance. Past research found that individual's attitudes towards feedback and their likelihood to give and seek feedback is caused by and depends on the multilevel factors, namely those at the individual, team and organizational levels (e.g., Anseel et al., 2015; Finkelstein et al., 2017; Sijbom et al., 2018). However, recently scholars point out that there is still relatively little research into team and, particularly, organizational level factors that shape feedback behaviors and its effect on performance, rending further investigations into this research area necessary (e.g., Mockeviciute et al., 2022; Schleicher et al., 2018). This symposium is designed to advance organizational research by building a deeper, multilevel understanding of how factors at the individual, team, and organizational levels, and their interactions shape individual's attitudes and reactions towards feedback, as well as their feedback seeking and giving behaviors. Specifically, this symposium introduces most recent research and further advances scholarly discussion on feedback attitudes, behaviors, and feedback context by showcasing four cutting-edge studies. To achieve this goal, this symposium features four papers. The first two papers focus on individuals' attitudes and reactions towards feedback. Specifically, the first paper presents a meta-analysis on the literature on individual's attitudes towards feedback, i.e., feedback orientation, and its relationships with feedback seeking behavior and other variables. The second paper, using an experimental research design, investigates how an individual level factor, such as gender, shapes one's reactions to feedback. In turn, the third and the fourth papers focus on the dyadic and organization level influences on one's feedback seeking and feedback giving behaviors. Specifically, the third paper presents a scale development to measure organizational feedback norms and subsequently investigates to what extent, how, and under what conditions these perceived organizational feedback norms shape employee's feedback seeking behaviors. Thereby this paper focuses on the organizational level factors and their interaction with individual level factors in shaping one's feedback seeking behavior. Similarly, the fourth paper investigates how social relationships between feedback givers and recipients affect feedback giving behavior using a longitudinal research design, thereby contributing to a better understanding on how dyadic level factor shapes one's likelihood to give feedback. Following the presentations, prof. Dr. Frederik Anseel (UNSW Sydney) will synthesize the symposium papers and facilitate an interactive discussion on the current state of research. With this symposium we aim to broaden the understanding of the multilevel factors that shape feedback attitudes and behaviors at work, as well as develop new avenues and possibilities for future research in this field. Taken together, these papers will provide important insights for practitioners and scholars in the interrelated disciplines such as human resource (HR), organizational behavior (OB), and managerial and organizational cognition (MOC), on the multilevel factors that affect individual's feedback attitudes and behaviors at work. Paper 1 Feedback Orientation Meta-Analysis Author: Ian Katz; Old Dominion U. Paper 2 Social Comparison Feedback: Gendered Preferences and Asymmetric Costs Author: Judy Qiu; ESSEC Business School Paper 3 Organizational Feedback Norms and Employee Feedback Seeking Behavior: Cost-Value Perspective Author: Akvile Mockeviciute; Vrije U. Amsterdam, School of Business and Economics Paper 4 the Link between Relationship, Feedback Seeking and Feedback Giving: A Network Perspective Author: Yingyue Luan; Cambridge Judge Business School
We attempted to evaluate the clinical efficiency of a novel three-dimensional interactive augmented reality system (3D-ARS) for balance and mobility rehabilitation. This system enables participant training with a realistic 3D interactive balance exercise and assessing movement parameters and joint angles by using a kinetic sensor system. We performed a randomized controlled trial in a general hospital. Thirty-six participants (age, 56–76 years) who could independently walk and stand on one leg were recruited. The participants were randomly assigned to either group. The control group (n = 18) underwent a conventional physical fitness program such as lower-extremity strengthening and balance training thrice per week for 1 month. The experimental group (n = 18) experienced 3D-ARS training thrice per week (1 session = 30 minutes) for 4 weeks. Training comprised a balloon game for hip exercise, cave game for knee exercise, and rhythm game for one-leg balance exercise. Lower-extremity clinical scale scores, fall index, and automatic balance score were measured by using Tetrax® posturography before, during, and after training. Significant group (3D-ARS vs. control) × time (before and after exercise) interaction effect was observed for Berg balance scale (BBS) scores (p = 0.04) and timed-up-and-go (TUG; p < 0.001). Overall improvements occurred in stability index, weight distribution index, fall risk index, and Fourier transformations index of posturography for both groups. However, score changes were significantly greater in the 3D-ARS group. Significant group × time interaction effect was observed for the fall risk index. This demonstrates that the 3D-ARS system can improve balance in the elderly more effectively.
Organizational cultures form the social fabric of employees’ work lives. How employees respond to transitions, whether leaving an organization to join a new one as a leader, or receiving a new leader from outside of the organization, has important implications for an organization’s culture and work group cultures. With multi-wave and multi-source data collected from 372 employees in 91 work groups of a single firm, our study examined an organization’s cultural learning by hiring new leaders. In other words, group leaders were hired from outside, essentially newcomers to the organization, while group members were organizational insiders. We found that new groups acquired the culture of their leaders’ former groups; cultural tightness that leaders experienced in their former groups had enduring effects on the culture of their new groups, which in turn influenced negative and positive deviant behavior of members in these groups. The effects were stronger when the leaders identified or had longer tenures with their former groups. On the other hand, the effects disappeared when group identification or tenure with the former groups were low.
The extant research on the antecedents of cultures posits that cultures result from internal and external changes (the functionality perspective of cultures) or leader idiosyncrasies (the leadership perspective of cultures). The current research seeks to integrate the two perspectives to propose another important, yet neglected, antecedent of cultures: a leader’s past cultural experience. Specifically, we theorize that group leaders transfer cultures from their former groups to the current groups, essentially enacting cultures on the basis of their past cultural experiences. Two studies, one in the field (Study 1) and one in the laboratory (Study 2), find that the current groups’ levels of cultural tightness are predicted by leaders’ experience with cultural tightness in their former groups in which they were followers. In addition, the transferred cultural tightness from the leaders’ former groups to the current groups in turn influences negative (counterproductive work behavior) and positive (promotive and prohibitive voice) forms of group deviance. The theoretical and managerial implications for the leadership and the culture literatures are discussed.
The previous theories suggest that knowledge sharing may be one of the most important antecedents of creativity. Contrary to the theories, empirical evidence showed that the relationship is inconsistent across studies. The current paper resolves the inconsistency by taking into account the knowledge receiver’s readiness to accept the shared knowledge, which is an important theoretical aspect that scholars have overlooked. Specifically, we suggest that employees’ expertise on their jobs moderates the relationship between supervisors’ knowledge sharing and creativity. For expert employees the supervisors’ knowledge sharing rather harmful for creativity because it increases information overload and lowers the employees’ motivation to learn the shared knowledge. On the other hand, supervisors’ knowledge sharing increases creativity of novice employees because the shared knowledge reduces information overload from which novices tend to suffer in the learning process, and the employees are motivated to learn job- relevant knowledge. Across the two studies, we found supports for the hypotheses.
We investigate how leadership behaviors are contingent on the cultural context and the gender of leaders and followers. Drawing on the theoretical lens provided by the gender stereotype literature, we propose that cultural tightness may shape leaders’ perception that their groups have negative attitudes toward stereotypically feminine leadership behavior, which in turn leads them to counter the stereotype by displaying more directive and less empowering leadership behavior. Counterintuitively, these mediated relationships may be stronger for female leaders than for male leaders, as female leaders may feel a higher threat caused by such stereotypes and thus attempt to counter this threat by engaging in even more directive and less empowering leadership behavior than male leaders. Lastly, the counterintuitive behavior predicted for female leaders in tight groups may be further strengthened when they lead male-dominated groups than when they lead female-dominated groups (three-way interaction). We test these hypotheses in a multi-source and multi-wave field study with 159 middle managers in 159 bank branches, and the results supported our hypotheses.
'%3e%3cg id='b'%3e%3cpath id='a' stroke='%23000' stroke-width='2' d='M-6-25H6m-12 3H6m-12 3H6'/%3e%3cuse xlink:href='%23a' y='44'/%3e%3c/g%3e%3cpath stroke='%23fff' d='M0 17v10'/%3e%3ccircle r='12' fill='%23cd2e3a'/%3e%3cpath fill='%230047a0' d='M0-12A6 6 0 0 0 0 0a6 6 0 0 1 0 12 12 12 0 0 1 0-24z'/%3e%3c/g%3e%3cg transform='rotate(-123.69)'%3e%3cuse xlink:href='%23b'/%3e%3cpath stroke='%23fff' d='M0-23.5v3M0 17v3.5m0 3v3'/%3e%3c/g%3e%3c/svg%3e)
'%3e%3cpath fill='%23012169' d='M0 0v30h60V0z'/%3e%3cpath stroke='%23fff' stroke-width='6' d='m0 0 60 30m0-30L0 30'/%3e%3cpath stroke='%23C8102E' stroke-width='4' d='m0 0 60 30m0-30L0 30' clip-path='url(%23b)'/%3e%3cpath stroke='%23fff' stroke-width='10' d='M30 0v30M0 15h60'/%3e%3cpath stroke='%23C8102E' stroke-width='6' d='M30 0v30M0 15h60'/%3e%3c/g%3e%3c/svg%3e)