Conveying more (or less) than we realize: The role of impression-management in feedback-seeking
dc.contributor.author | Ashford, Susan J. | en_US |
dc.contributor.author | Northcraft, Gregory B. | en_US |
dc.date.accessioned | 2006-04-10T14:58:39Z | |
dc.date.available | 2006-04-10T14:58:39Z | |
dc.date.issued | 1992-12 | en_US |
dc.identifier.citation | Ashford, Susan J., Northcraft, Gregory B. (1992/12)."Conveying more (or less) than we realize: The role of impression-management in feedback-seeking." Organizational Behavior and Human Decision Processes 53(3): 310-334. <http://hdl.handle.net/2027.42/29699> | en_US |
dc.identifier.uri | http://www.sciencedirect.com/science/article/B6WP2-4CYG2TH-B2/2/6c1d6a46f674485c7afbba753db183d5 | en_US |
dc.identifier.uri | https://hdl.handle.net/2027.42/29699 | |
dc.description.abstract | This paper reports two studies concerning impression management, impression formation, and feedback-seeking. Study 1 demonstrated that people seek less feedback when being observed and respond to situational norms regarding the appropriate frequency of seeking. However, Study 2 showed that when an individual has a superior performance history, seeking enhances observers' impressions of the seeker's personal characteristics and performance potential in the organization. The implications of these findings for feedback-seeking and the provision of feedback in organizations are discussed. | en_US |
dc.format.extent | 1785171 bytes | |
dc.format.extent | 3118 bytes | |
dc.format.mimetype | application/pdf | |
dc.format.mimetype | text/plain | |
dc.language.iso | en_US | |
dc.publisher | Elsevier | en_US |
dc.title | Conveying more (or less) than we realize: The role of impression-management in feedback-seeking | en_US |
dc.type | Article | en_US |
dc.rights.robots | IndexNoFollow | en_US |
dc.subject.hlbsecondlevel | Psychology | en_US |
dc.subject.hlbtoplevel | Social Sciences | en_US |
dc.description.peerreviewed | Peer Reviewed | en_US |
dc.contributor.affiliationum | School of Business Administration, University of Michigan, USA | en_US |
dc.contributor.affiliationother | Department of Management and Public Policy, University of Arizona, USA | en_US |
dc.description.bitstreamurl | http://deepblue.lib.umich.edu/bitstream/2027.42/29699/1/0000031.pdf | en_US |
dc.identifier.doi | http://dx.doi.org/10.1016/0749-5978(92)90068-I | en_US |
dc.identifier.source | Organizational Behavior and Human Decision Processes | en_US |
dc.owningcollname | Interdisciplinary and Peer-Reviewed |
Files in this item
Remediation of Harmful Language
The University of Michigan Library aims to describe library materials in a way that respects the people and communities who create, use, and are represented in our collections. Report harmful or offensive language in catalog records, finding aids, or elsewhere in our collections anonymously through our metadata feedback form. More information at Remediation of Harmful Language.
Accessibility
If you are unable to use this file in its current format, please select the Contact Us link and we can modify it to make it more accessible to you.