Feedback orientation, feedback culture, and the longitudinal performance management process

By M. London, James W. Smither. 2002

440 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/166edfd39a06d141d99f3824a1a13bd53c0a7211

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Applied Psychology

1. Jason J. Dahling
2. Stephen Gibb
3. Gil Bozer
4. P. Levy
5. S. Chau
6. Alison L. O’Malley
7. Brian G. Whitaker
8. Beth A. Linderbaum

In Organizational Behavior and Human Resource Management

1. Jason J. Dahling
2. Brian G. Whitaker
3. Stephen Gibb
4. S. Chau
5. Frederick Anseel
6. Alison L. O’Malley
7. Beth A. Linderbaum
8. P. Levy

In Social Psychology

1. P. Levy
2. Frederick Anseel
3. Brian G. Whitaker
4. Filip Lievens
5. Gil Bozer
6. Jason J. Dahling
7. Beth A. Linderbaum
8. A. C. Charles

Citations in the corpus

• Employee coaching relationships: enhancing construct clarity and measurement (2010, background): “London and Smither (2002) note that employee coaching is not a ‘one-time, one-way’ (p. 87) interaction, but an ongoing collaborative process.”
• Linking Feedback Quality and Goal Orientation to Feedback Seeking and Job Performance (2012, background): “Utility, a constituent element of the multidimensional feedback orientation (Linderbaum & Levy, 2010; London & Smither, 2002), refers to an individual’s tendency to believe that feedback is instrumental in achieving personal effectiveness at work.”
• Group Feedback for Continuous Learning (2006, background): “Their feedback orientation (degree to which they welcome feedback) may become the group’s feedback orientation—a shared mental model about feedback, especially when the leader is trying to promulgate generative or transformative learning and change (London & Smither, 2002).”
• Feedback‐Seeking Behavior in Language Learning: Basic Components and Motivational Antecedents (2019, background): “Factors related to the individual such as propensity for external feedback (e.g., Fe-dor et al., 1992; London & Smither, 2002) and goal orientations (e.g., Tuckey et al., 2002; Van-deWalle, 2003; VandeWalle & Cummings, 1997) have also been found to result in quantitative and qualitative differences…”
• Multisource feedback: Lessons learned and implications for practice (2007, background): “Recent work on feedback orientation (i.e., responsiveness to feedback and evaluation) may provide answers to these questions (London & Smither, 2002).”
• The Development and Validation of the Feedback Orientation Scale (FOS) (2010, methodology): “London and Smither (2002) proposed, in a theoretical article, a feedback-specific individual difference variable called feedback orientation.”
• Listen to Your Heart? Calling and Receptivity to Career Advice (2012, background): “That is, feedback orientation, defined as people’s ‘‘overall receptivity to feedback and the extent to which the individual welcomes guidance and coaching,’’ varies across individuals (London & Smither, 2002, p. 82).”
• Correlates and Consequences of Feedback Orientation in Organizations (2012, background): “Similarly, employees with a strong feedback orientation are proposed to be self-aware, open to introspection, interested in learning about themselves, and willing to follow through on feedback to improve their performance (Linderbaum & Levy, 2007; London, 2003; London & Smither, 2002).”
• The role of coachee characteristics in executive coaching for effective sustainability (2013, background): “In contrast, individuals with a high level of performance goal orientation who view performance feedback as threatening are more likely to have low levels of feedback receptivity (London and Smither, 2002).”