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Adaptive Self-regulation: A Process View of Managerial Effectiveness
dc.contributor.authorTsui, Anne S.en_US
dc.contributor.authorAshford, Susan J.en_US
dc.date.accessioned2010-04-14T13:53:06Z
dc.date.available2010-04-14T13:53:06Z
dc.date.issued1994en_US
dc.identifier.citationTsui, Anne; Ashford, Susan (1994). "Adaptive Self-regulation: A Process View of Managerial Effectiveness." Journal of Management 20(1): 93-121. <http://hdl.handle.net/2027.42/68676>en_US
dc.identifier.issn0149-2063en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/68676
dc.description.abstractThis article describes a set of processes involved in attaining managerial effectiveness. These processes are components of an adaptive self-regulation framework. They involve the active management of constituencies' role expectations and performance opinions through standard-setting, discrepancy-detection, and discrepancy-reduction. These processes serve to enhance constituents' opinions of the manager's effectiveness. Several social and contextual factors that either facilitate or inhibit managers' self-regulation efforts are identified and hypotheses to guide future empirical research are offered.en_US
dc.format.extent3108 bytes
dc.format.extent2094981 bytes
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dc.publisherSage Publicationsen_US
dc.titleAdaptive Self-regulation: A Process View of Managerial Effectivenessen_US
dc.typeArticleen_US
dc.subject.hlbsecondlevelEducationen_US
dc.subject.hlbsecondlevelManagementen_US
dc.subject.hlbsecondlevelEconomicsen_US
dc.subject.hlbtoplevelBusinessen_US
dc.subject.hlbtoplevelSocial Sciencesen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumThe University of Michiganen_US
dc.contributor.affiliationotherUniversity of Californiaen_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/68676/2/10.1177_014920639402000105.pdf
dc.identifier.doi10.1177/014920639402000105en_US
dc.identifier.sourceJournal of Managementen_US
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dc.owningcollnameInterdisciplinary and Peer-Reviewed


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