The missing link between information and action: hastenings and delays as universal reactions to performance feedback
De Schryver, Tom, Eisinga, Rob, Teelken, Christine and Poutsma, Erik (2009) The missing link between information and action: hastenings and delays as universal reactions to performance feedback. In: Epstein, Marc J. and Manzoni, Jean-François, (eds.) Performance measurement and management control: measuring and rewarding performance. Studies in Managerial and Financial Accounting (18). Emerald Group Publishing, Bingley, UK, pp. 177-192. ISBN 9780762314799 (doi:10.1016/S1479-3512(08)18008-X)Full text not available from this repository.
This chapter focuses on what the key decision makers in organizations decide after having received information on the current state of the organizational performance. Because of strong attributions to success and failure, it is impossible to predict in advance which concrete actions will occur. We can however find out what kinds of actions are decided upon by means of an organizational learning model that focuses on the hastenings and delays after performance feedback. As an illustration, the responses to performance signals by trainers and club owners in Dutch soccer clubs are analyzed.
|Item Type:||Book Section|
|Uncontrolled Keywords:||performance management|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor|
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
|School / Department / Research Groups:||School of Business|
School of Business > Department of Human Resources & Organisational Behaviour
School of Business > Work & Employment Research Unit
|Last Modified:||26 Jan 2012 13:37|
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