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dc.contributor.authorWijen, Frank
dc.contributor.authorNoorderhaven, Niels
dc.contributor.authorVanhaverbeke, Wim
dc.date.accessioned2017-12-02T14:42:28Z
dc.date.available2017-12-02T14:42:28Z
dc.date.issued2011
dc.identifier.urihttp://hdl.handle.net/20.500.12127/4263
dc.description.abstractUsing 456 supervisor-employee dyads from four organizations, this study examined how employees use one proactive behavior, feedback seeking, as a strategy to enhance their creative performance. As hypothesized, employees' cognitive style and perceived organizational support for creativity affected two patterns of feedback seeking: the propensity to inquire for feedback and the propensity to monitor the environment for indirect feedback. Feedback inquiry related to supervisor ratings of employee creative performance. These results highlight the importance of employees' self-regulatory behaviors in the creative process and show that feedback seeking is not only a strategy that facilitates individual adaptation, but also a resource for achieving creative outcomes.
dc.language.isoen
dc.titleStructural antecedents of corporate network evolution
dc.identifier.journalInternational Journal of Business Environment
dc.source.beginpage207
dc.source.endpage233
vlerick.knowledgedomainEntrepreneurship
vlerick.typearticleJournal article
vlerick.vlerickdepartmentEGS
dc.identifier.vperid140968
dc.identifier.vperid89404
dc.identifier.vperid139140
dc.identifier.vpubid4927


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