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    The power of peers: Antecedents and outcomes of peer feedback seeking behavior

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    Publication type
    Conference Proceeding
    Author
    De Stobbeleir, Katleen
    Ashford, Susan
    Publication Year
    2014
    Journal
    Academy of Management Annual Meeting Proceedings
    Publication Begin page
    1058
    Publication End page
    1063
    
    Metadata
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    Abstract
    This study examines the conditions that prompt the seeking feedback from one's peers and enhance the value of that activity. Specifically, we propose that compared to conditions of low task interdependence, when tasks are interdependent, individuals are both more motivated to seek peer feedback and that feedback increases their contributions to their team and enhances the likelihood of being rewarded for those contributions. In a sample of 224 employee-supervisor dyads, results show that task interdependence increases employees’ tendency to seek feedback from peers and that this relationship is moderated by psychological safety, such that task interdependence will result in more peer inquiry when employees perceive their working environment as psychologically safe. Finally, results show that employees who seek more peer feedback are perceived by their bosses as better contributors, creating greater intentions to consider them for rewards based on these contributions.
    Keyword
    People Management & Leadership
    Knowledge Domain/Industry
    People Management & Leadership
    DOI
    10.5465/AMBPP.2014.37
    URI
    http://hdl.handle.net/20.500.12127/5007
    ae974a485f413a2113503eed53cd6c53
    10.5465/AMBPP.2014.37
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