Relating goal orientation to self-regulatory processes: A longitudinal field test

By D. Radosevich, V. Vaidyanathan, Sheau-yuen Yeo, Deirdre M. Radosevich. 2004

98 citations recorded by the source corpus.

Subfields: Developmental and Educational Psychology, Experimental and Cognitive Psychology, Social Psychology

View Paper: https://www.semanticscholar.org/paper/5ac61994260b6879d5a6fb8de5d1b14452af5120

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In Developmental and Educational Psychology

In Experimental and Cognitive Psychology

In Social Psychology

Citations in the corpus

Evaluation of a classroom based training to improve self-regulation in time management tasks during homework activities with fourth graders (2008, background): “…goal of advancing their competence and this goal orientation goes well with a favorable (self-regulated) learning style (Middleton and Midgley 1997; Radosevich et al. 2004), we expected to find positive relationships between a learning goal orientation and performance growth to be reflected in the…”
The Strength of the Relation Between Performance-Approach and Performance-Avoidance Goal Orientations: Theoretical, Methodological, and Instructional Implications (2012, unknown): “…[ D uk e U ni ve rs ity L ib ra ri es ] at 1 0: 47 1 9 O ct ob er 2 01 2 2005, Fortunato & Goldblatt, 2006; Hovarth et al., 2006; Niemivirta, 2002; Radosevich et al., 2004; Schmidt & Ford, 2003; E. Skaalvik, 1997) to moderate range (47.5%; r = .30–.50, Church et al., 2001; Dai, 2000; Day et al.,…”
Trait Goal Orientation, Self-Regulation, and Performance: A Meta-Analysis (2011, methodology): “Measures of self-evaluation that were incorporated include goal commitment (e.g., DeShon et al. 2004), rated effort (e.g., DeShon et al. 2004), self-rated performance (e.g., Radosevich et al. 2004 ), rated usefulness of feedback (e.g., Park et al. 2007), self-set goals (e.g., Fortunato and Goldblat”
Cultural Diversity and Team Performance: The Role of Team Member Goal Orientation (2013, background): “Indeed, developing a thorough understanding of tasks is not their aim, which makes team members higher in performance avoidance orientation less inclined to use deep-level information processing (e.g., Elliot & McGregor, 2001; Elliot et al., 1999; Radosevich et al., 2004).”