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Purpose: The purpose of the present study is to review and specifically examine the untested but common recommendation that leaders should give more effective positive feedback that is specific and mindful of nonverbal delivery. Study Design/Methodology/Approach: We used a dyadic interaction study where designated “leaders” interact with a “subordinate” in an idea generation and evaluation task. Leaders (n = 90) first received brief training in delivering positive feedback, and their subsequent feedback behavior during the dyadic interaction was coded for frequency, specificity, and both verbal and nonverbal affective delivery. Key dependent variables were subordinate affective reactions, perceptions of the leader, and subsequent task motivation. Findings: Frequency of leader positive feedback had significant positive impact on subordinate perceptions of the leader, but no impact on subordinate positive affect or task motivation. Positive feedback specificity and affective delivery, however, had no impact on subordinate affect, perceptions of the leader, or task motivation. Training effects were also observed – leaders were able to increase the specificity of their feedback, but were not able to modulate their affective delivery. Originality/Value: The design of the study allowed us to identify the leader positive feedback behaviors that were trainable and had the most impact on subordinates in terms of positive affect, perceptions of the leader, and subsequent task effort. We discuss the implications of these effects for positive feedback theory and application and commonly assumed “best practices.”

As more companies and employees become involved in telecommuting, researchers and managers will need to understand the effects of this relatively new working arrangement on the work perceptions and behaviors of the individual telecommuter. The extant empirical literature provides mixed results and is limited by a lack of theory; consequently, neither researchers nor managers can rely on this literature for clear direction on how telecommuting will likely affect individual telecommuters. There is a critical need for theoretical frameworks to guide research on how telecommuting may affect the telecommuter’s job perceptions, working relations, and work outcomes. We present a multi-dimensional framework of telecommuting design, and focus on how telecommuting design may affect the telecommuter’s work environment and outcomes through its effects on the social system of the telecommuter, autonomy and self-management opportunities and requirements, and role boundaries, particularly in terms of the work and non-work interface. Our goal is to provide a framework to assist managers and researchers in systematically addressing questions of how to design telecommuting arrangements to maximize their potential benefits while minimizing their potential drawbacks.

Purpose – Past literature suggests that the performance and turnover of the subordinate are affected by the support, abuse, and feedback provided by the supervisor. In this study, we posit that support, abuse, and feedback in an accounting firm, are in turn, affected by the supervisor's personality, as defined by the Big Five personality factors.

Methodology/approach – We conducted a web-based study with 115 accountants from a top 100 US accounting firm. The accountants completed questionnaires related to the personality of their supervisors along with questionnaires related to the support, abuse, and feedback they received from their supervisors. We analyzed the data using factor analysis and multiple regression.

Findings – We hypothesize that Openness and Agreeableness increase support; Neuroticism increases abuse, but less so if the supervisor is an Extravert; and Extraversion and Conscientiousness increase feedback. Among the hypothesized relationships, all are supported except the relationship between Openness and support. Additional findings are that Extraversion and Conscientiousness increase support; Agreeableness and Conscientiousness decrease abuse; and Agreeableness increases feedback.

Research implications – Our study contributes to the literature by demonstrating the relationship between the personality traits of supervisors and their behavior toward subordinates in an accounting setting. The results of our study can be used in identifying the supervisors who have the right personality for the position, which will likely improve the work environment and reduce turnover.

We are interested in modeling the impact of spatial and interindustry dependence on firm-level innovation of Chinese firms The existence of network ties between cities imply that changes taking place in one city could influence innovation by firms in nearby cities (local spatial spillovers), or set in motion a series of spatial diffusion and feedback impacts across multiple cities (global spatial spillovers). We use the term local spatial spillovers to reflect a scenario where only immediately neighboring cities are impacted, whereas the term global spatial spillovers represent a situation where impacts fall on neighboring cities, as well as higher order neighbors (neighbors to the neighboring cities, neighbors to the neighbors of the neighbors, and so on). Global spatial spillovers also involve feedback impacts from neighboring cities, and imply the existence of a wider diffusion of impacts over space (higher order neighbors).

Similarly, the existence of national interindustry input-output ties implies that changes occurring in one industry could influence innovation by firms operating in directly related industries (local interindustry spillovers), or set in motion a series of in interindustry diffusion and feedback impacts across multiple industries (global interindustry spillovers).

Typical linear models of firm-level innovation based on knowledge production functions would rely on city- and industry-specific fixed effects to allow for differences in the level of innovation by firms located in different cities and operating in different industries. This approach however ignores the fact that, spatial dependence between cities and interindustry dependence arising from input-output relationships, may imply interaction, not simply heterogeneity across cities and industries.

We construct a Bayesian hierarchical model that allows for both city- and industry-level interaction (global spillovers) and subsumes other innovation scenarios such as: (1) heterogeneity that implies level differences (fixed effects) and (2) contextual effects that imply local spillovers as special cases.

I survey applications of Markov switching models to the asset pricing and portfolio choice literatures. In particular, I discuss the potential that Markov switching models have to fit financial time series and at the same time provide powerful tools to test hypotheses formulated in the light of financial theories, and to generate positive economic value, as measured by risk-adjusted performances, in dynamic asset allocation applications. The chapter also reviews the role of Markov switching dynamics in modern asset pricing models in which the no-arbitrage principle is used to characterize the properties of the fundamental pricing measure in the presence of regimes.

In this chapter, we aim to investigate the emotional and performance consequences of negative feedback in the workplace and provide an explanation for the varying reactions exhibited by employees.

We adopt a theoretical approach to develop propositions that elucidate the impact of negative feedback on task performance, with a specific focus on the mediating role of emotion regulation. By considering individual differences in task versus relational orientation, we aim to shed light on how these differences influence individuals' responses to negative feedback.

We propose that individuals with a task orientation are more inclined to engage in emotion regulation strategies following negative feedback, leading to improvements in subsequent task performance. Conversely, individuals with a relational orientation tend to internalize negative feedback, impeding their ability to regulate negative emotions and, consequently, hindering task performance enhancement.

Our research contributes to the existing literature by examining the emotional and performance consequences of negative feedback in the workplace. By emphasizing the significance of emotion regulation and individual differences, we provide valuable insights that can inform the management of feedback processes within organizations.

This paper is a study of how people with heterogonous individual characteristics self-select into different compensation schemes. A laboratory experiment is designed in which “workers” can join “companies” that pay according to various schemes: piece rate, revenue sharing, individual tournament, and team tournament. The main findings are: (1) Subjects with high relative performance always prefer individual tournament. (2) Risk-averse subjects are less likely to choose competitive schemes. (3) Individual tournament attracts fewer women than men, which is partially explained by gender-specific social preferences. (4) Compared to people with siblings, only children are less likely to accept any team-based schemes without information about their teammates. (5) The provision of feedback about relative performance can adjust individuals’ biased self-beliefs and then influence their self-selections.

This experiment investigates the development of performance expectations in status-homogeneous task groups. The issue of central interest is whether or not gender is a factor in expectation formation when group members are of the same sex and work on a gender-neutral task. Male and female undergraduates, participating in same-sex dyads, worked first individually and then as a team on a novel, visual perception task. Apart from the feedback they received from the experimenter at the end of the individual performance phase, participants were given no information with which to form differentiated expectations about self and partner for this task We investigate effects from both sex of dyad and level of feedback on: (a) influence behavior during the team phase, and (b) selected variables obtained through self-reports. Rejection of influence data show statistically significant effects from feedback only. Self-reports, on the other hand, reveal significant results from both feedback and sex of subject across several assessments of self's and partner's competence, and from sex of subject in some of the items concerning perceptions of the experimenter's status. Different conditions for the emergence of such effects in behaviors as opposed to self-reports are identified and discussed.