Impact and the art of motivation maintenance: The effects of contact with beneficiaries on persistence behavior

By Adam M. Grant, E. M. Campbell, Grace Chen, Keenan Cottone, David Lapedis, Karen Lee. 2007

90 citations recorded by the source corpus.

How researchers see this paper

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The Grateful Workplace: A Multilevel Model of Gratitude in Organizations (2017, background): “For example,Grant et al. (2007) instituted an organizational practicewhereby employees at a university donations call center directly interacted with their beneficiaries (in this case scholarship recipients).”
Does social connection turn good deeds into good feelings?: On the value of putting the ‘social’ in prosocial spending (2013, result): “These manipulations are consistent with previous work examining the consequences of meaningful contact with a beneficiary (Grant et al., 2007).”
The significance of task significance: Job performance effects, relational mechanisms, and boundary conditions. (2008, methodology): “First, I empirically examine a proposition presented but not tested by Grant (2007; Grant et al., 2007) about perceived social impact as 109 TASK SIGNIFICANCE AND JOB PERFORMANCE”
Making a Difference Matters: Impact Unlocks the Emotional Benefits of Prosocial Spending (2013, unknown): “Participants also completed a five-item measure of perceived prosocial impact to assess whether they felt they had made a positive, meaningful, or significant change for someone else ( 1-not at all to 7 -very much; α = .97; Grant et al., 2007).”