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dc.contributor.authorVan Dierdonck, Roland
dc.contributor.authorVereecke, Ann
dc.date.accessioned2017-12-02T14:41:40Z
dc.date.available2017-12-02T14:41:40Z
dc.date.issued1992
dc.identifier.urihttp://hdl.handle.net/20.500.12127/3843
dc.description.abstractThis paper investigates image cost as a potential downside of proactivity. Drawing on attribution theory, we examine how people construct subjective evaluations of one manifestation of proactivity, feedback-seeking behaviour. Using a scenario methodology, we examined how employees' performance history, their manager's implicit person theory (IPT), and the frequency of their feedback-seeking affect how managers evaluate employees' feedback seeking. Results indicate that manager attribute average performers' feedback seeking significantly less to performance-enhancement motives than superior performers' seeking. Results further show that the frequency of feedback seeking and a manager's IPT interact in influencing managers' attributions for feedback seeking, with more entity oriented managers attributing frequent feedback seeking significantly more to impression-management motives than infrequent feedback requests. These results highlight the importance of not only the instrumental benefits of employee proactivity, but also its potential costs.
dc.language.isoen
dc.titleEuropean integration and changing plant configuration
dc.title.alternativeInternational operations: Crossing borders in manufacturing and service
dc.source.beginpage99
dc.source.endpage104
vlerick.knowledgedomainOperations & Supply Chain Management
vlerick.typebookBook Chapter
vlerick.vlerickdepartmentTOM
dc.identifier.vperid35910
dc.identifier.vperid35922
dc.identifier.vpubid4381


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