Prosocial Values and Performance Management Theory: Linking Perceived Social Impact and Performance Information Use
By Donald P. Moynihan, Sanjay K. Pandey, Bradley E. Wright. 2012
120 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Public Administration, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/363291694b1e9a9543f18e91391e340bc40aeb2b
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In Organizational Behavior and Human Resource Management
In Public Administration
In Sociology and Political Science
Citations in the corpus
- Drivers of Performance Information Use: Systematic Literature Review and Directions for Future Research (2015, background): “In the case of purposeful information use, an exemplary study of an indirect effect is the one by Moynihan et al. (2012b).”
- An Examination of the (Un)Intended Consequences of Performance Funding in Higher Education (2017, background): “Consequently, higher education leaders may be more highly motivated by intangibles, such as the perceived social impact of their programs and policies (Moynihan et al., 2012).”