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Feedback spillover effect on competitiveness across unrelated tasks

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Feedback spillover effect on competitiveness across unrelated tasks. / Huang, Lingbo; Murad, Zahra.

In: Behavioral Research in Accounting, 01.10.2019.

Research output: Contribution to journalArticle

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Huang, Lingbo ; Murad, Zahra. / Feedback spillover effect on competitiveness across unrelated tasks. In: Behavioral Research in Accounting. 2019.

Bibtex

@article{501f3729c7bb4ddaac159facc772dae3,
title = "Feedback spillover effect on competitiveness across unrelated tasks",
abstract = "Employees typically work on multiple tasks that require unrelated skills and abilities. While past research strongly supports that relative performance feedback influences employee performance and effort allocation, little is known about the effect of relative performance feedback on employee competitiveness. Using a lab experiment, we study and confirm a complementary feedback spillover effect—relative performance feedback in the first task positively affects competitiveness in the unrelated second task. Furthermore, we find that the effect operates jointly and independently through belief- and taste-altering mechanisms. The results have important implications for organizations to understand both the power and the limitations of using relative performance feedback as an intervention policy in the design of accounting, control, and reporting systems.",
keywords = "relative performance feedback, confidence, competitiveness, feedback spillover",
author = "Lingbo Huang and Zahra Murad",
year = "2019",
month = oct
day = "1",
doi = "10.2308/bria-52583",
language = "English",
journal = "Behavioral Research in Accounting",
issn = "1050-4753",
publisher = "American Accounting Association",

}

RIS

TY - JOUR

T1 - Feedback spillover effect on competitiveness across unrelated tasks

AU - Huang, Lingbo

AU - Murad, Zahra

PY - 2019/10/1

Y1 - 2019/10/1

N2 - Employees typically work on multiple tasks that require unrelated skills and abilities. While past research strongly supports that relative performance feedback influences employee performance and effort allocation, little is known about the effect of relative performance feedback on employee competitiveness. Using a lab experiment, we study and confirm a complementary feedback spillover effect—relative performance feedback in the first task positively affects competitiveness in the unrelated second task. Furthermore, we find that the effect operates jointly and independently through belief- and taste-altering mechanisms. The results have important implications for organizations to understand both the power and the limitations of using relative performance feedback as an intervention policy in the design of accounting, control, and reporting systems.

AB - Employees typically work on multiple tasks that require unrelated skills and abilities. While past research strongly supports that relative performance feedback influences employee performance and effort allocation, little is known about the effect of relative performance feedback on employee competitiveness. Using a lab experiment, we study and confirm a complementary feedback spillover effect—relative performance feedback in the first task positively affects competitiveness in the unrelated second task. Furthermore, we find that the effect operates jointly and independently through belief- and taste-altering mechanisms. The results have important implications for organizations to understand both the power and the limitations of using relative performance feedback as an intervention policy in the design of accounting, control, and reporting systems.

KW - relative performance feedback

KW - confidence

KW - competitiveness

KW - feedback spillover

U2 - 10.2308/bria-52583

DO - 10.2308/bria-52583

M3 - Article

JO - Behavioral Research in Accounting

JF - Behavioral Research in Accounting

SN - 1050-4753

ER -

ID: 15328714