The Development of a Feedback Environment and Role Clarity Model of Job Performance

By Brian G. Whitaker, Jason J. Dahling, P. Levy. 2007

239 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/ee55a48d5bc3678aa511d35e0e8233859f0e2a60

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. Brian G. Whitaker
3. S. Chau
4. Frederick Anseel
5. Alison L. O’Malley
6. Veroniek Collewaert
7. P. Levy
8. Allison S. Gabriel

In Organizational Behavior and Human Resource Management

1. Jason J. Dahling
2. Brian G. Whitaker
3. Frederick Anseel
4. S. Chau
5. Alison L. O’Malley
6. Allison S. Gabriel
7. Veroniek Collewaert
8. Michiel Crommelinck

In Social Psychology

1. Brian G. Whitaker
2. Jason J. Dahling
3. S. Chau
4. Alison L. O’Malley
5. Allison S. Gabriel
6. Frederick Anseel
7. Veroniek Collewaert
8. Michiel Crommelinck

Citations in the corpus

• Linking Feedback Quality and Goal Orientation to Feedback Seeking and Job Performance (2012, background): “Subsequent research has since demonstrated the value of feedback-seeking behavior to both the employee and the organization ( Chen, Lam, & Zhong, 2007 ; Lam, Huang, & Snape, 2007 ; Whitaker, Dahling, & Levy, 2007 ).”
• Is coworker feedback more important than supervisor feedback for increasing innovative behavior? (2019, unknown): “In line with prior work, we highlight the importance of organizations’ encouraging supervisors and co-workers to provide constructive feedback to others in the workplace (Alvero et al., 2001; Whitaker et al., 2007).”
• Correlates and Consequences of Feedback Orientation in Organizations (2012, result): “Consistent with these ideas, several researchers have shown that feedback-seeking behavior is positively related to task performance (e.g., Morrison, 1993; Renn & Fedor, 2001; Whitaker et al., 2007).”
• When passion fades: disentangling the temporal dynamics of entrepreneurial passion for founding (2016, background): “…work environment has repeatedly been suggested as one of the preferential VC 2016 John Wiley & Sons Ltd and Society for the Advancement of Management Studies strategies to weaken the negative effects of role ambiguity on well-being and satisfaction (Eatough et al., 2011; Whitaker et al., 2007).”
• The supervisor feedback environment is empowering, but not all the time: Feedback orientation as a critical moderator (2014, background): “Finally, few studies on the feedback environment have utilized predictive research designs or considered unique populations (e.g., part-time employed students; Norris-Watts & Levy, 2004; Rosen et al., 2006; Whitaker et al., 2007).”