Effects of feedback sign and credibility on goal setting and task performance
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Bibliographic InfoArticle provided by Elsevier in its journal Organizational Behavior and Human Decision Processes.
Volume (Year): 44 (1989)
Issue (Month): 1 (August)
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Web page: http://www.elsevier.com/locate/obhdp
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- Goncalo, Jack A. & Polman, Evan & Maslach, Christina, 2010. "Can confidence come too soon? Collective efficacy, conflict and group performance over time," Organizational Behavior and Human Decision Processes, Elsevier, vol. 113(1), pages 13-24, September.
- Alder, G. Stoney & Ambrose, Maureen L., 2005. "An examination of the effect of computerized performance monitoring feedback on monitoring fairness, performance, and satisfaction," Organizational Behavior and Human Decision Processes, Elsevier, vol. 97(2), pages 161-177, July.
- Kim, Peter H. & Diekmann, Kristina A. & Tenbrunsel, Ann E., 2003. "Flattery may get you somewhere: The strategic implications of providing positive vs. negative feedback about ability vs. ethicality in negotiation," Organizational Behavior and Human Decision Processes, Elsevier, vol. 90(2), pages 225-243, March.
- Lam, Chak Fu & DeRue, D. Scott & Karam, Elizabeth P. & Hollenbeck, John R., 2011. "The impact of feedback frequency on learning and task performance: Challenging the “more is better” assumption," Organizational Behavior and Human Decision Processes, Elsevier, vol. 116(2), pages 217-228.
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