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The Effects of Information Technology and the Perceived Mood of the Feedback Giver on Feedback Seeking

Author

Listed:
  • Soon Ang

    (Information Management Research Center, School of Accountancy and Business, Nanyang Technological University, Nanyang Avenue 2263, Singapore)

  • Larry L. Cummings

    (Carlson School of Management, University of Minnesota, 271 19th Avenue South, Minneapolis, Minnesota 55455)

  • Detmar W. Straub

    (Department of Computer Information Systems, Georgia State University, Atlanta, Georgia 30303)

  • P. Christopher Earley

    (Graduate School of Management, University of California, Irvine, Irvine, California 92717)

Abstract

A major tenet in organizational behavior literature is that feedback improves performance. If feedback is thought to improve performance, then individuals should actively seek feedback in their work. Yet, surprisingly, individuals seldom seek feedback perhaps because of face-loss costs of obtaining feedback face-to-face. Furthermore, in cases where the giver is perceived to be in a bad mood, individuals may be even more reluctant to seek feedback if they believe seeking feedback risks the giver's wrath and a negative evaluation. In this paper, we explain how information technology can be designed to mediate feedback communication and deliver feedback that promotes feedback seeking. In a laboratory experiment, the effects of information technology and the perceived mood of the feedback giver on the behavior of feedback seekers are examined. The results showed that individuals in both the computer-mediated feedback environment and the computer-generated feedback environment sought feedback more frequently than individuals in the face-to-face feedback environment. In addition, individuals sought feedback more frequently from a giver who was perceived to be in a good mood than from a giver who was perceived to be in a bad mood.

Suggested Citation

  • Soon Ang & Larry L. Cummings & Detmar W. Straub & P. Christopher Earley, 1993. "The Effects of Information Technology and the Perceived Mood of the Feedback Giver on Feedback Seeking," Information Systems Research, INFORMS, vol. 4(3), pages 240-261, September.
    • Handle: RePEc:inm:orisre:v:4:y:1993:i:3:p:240-261
    DOI: 10.1287/isre.4.3.240
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    Citations

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    Cited by:

    1. Goodman, Jodi S., 1998. "The Interactive Effects of Task and External Feedback on Practice Performance and Learning," Organizational Behavior and Human Decision Processes, Elsevier, vol. 76(3), pages 223-252, December.
    2. Lord, Robert G. & Brown, Douglas J. & Freiberg, Steven J., 1999. "Understanding the Dynamics of Leadership: The Role of Follower Self-Concepts in the Leader/Follower Relationship," Organizational Behavior and Human Decision Processes, Elsevier, vol. 78(3), pages 167-203, June.
    3. K. E. M. De Stobbeleir & S. J. Ashford & D. Buyens, 2008. "The Feedback-Seeker in his Social Labyrinth: The mediating role of goals and cooperative norms in linking empowering leadership to feedback-seeking behavior," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 08/534, Ghent University, Faculty of Economics and Business Administration.
    4. Wynne W. Chin & Barbara L. Marcolin & Peter R. Newsted, 2003. "A Partial Least Squares Latent Variable Modeling Approach for Measuring Interaction Effects: Results from a Monte Carlo Simulation Study and an Electronic-Mail Emotion/Adoption Study," Information Systems Research, INFORMS, vol. 14(2), pages 189-217, June.
    5. Detmar Straub & Elena Karahanna, 1998. "Knowledge Worker Communications and Recipient Availability: Toward a Task Closure Explanation of Media Choice," Organization Science, INFORMS, vol. 9(2), pages 160-175, April.

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