The Fog of Feedback: Ambiguity and Firm Responses to Multiple Aspiration Levels

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Organizational Structure, Information Processing, and Decision-Making: A Retrospective and Road Map for Research (2020, background): “Variations in perceptions may fuel debate concerning the best course of action in response to feedback (Kaplan, 2008) and may providemanagers thechance to“self-enhance” (Jordan & Audia, 2012) through over-favorable interpretation of feedback (Joseph & Gaba, 2015).”
Organizational responses to performance feedback: A meta-analytic review (2019, background): “Nevertheless, several empirical studies have shown that organizations may respond more intensively to performance relative to historical aspirations (Audia and Greve, 2006; Baum et al., 2005; Joseph and Gaba, 2015), while others have found that they may react more strongly to performance relative to”
Disentangling Risk and Change (2015, background): “And future research can usefully extend Baum et al. (2005) and further examine the relative impact of different types of inconsistent feedback (see also Joseph and Gaba, 2015).”