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Article
Publication date: 11 October 2018

Avraham N. Kluger and Michal Lehmann

Following the call of DeNisi and Smith Sockbeson (this issue) to integrate the literatures on feedback and feedback-seeking, the authors propose to view feedback and…

790

Abstract

Purpose

Following the call of DeNisi and Smith Sockbeson (this issue) to integrate the literatures on feedback and feedback-seeking, the authors propose to view feedback and feedback-seeking as behaviors falling on a conversation continuum ranging from telling subordinates something about their behavior (feedback) to listening. The authors develop a model according to which listening creates a special type of supervisor–subordinate relationship (an I–thou experience), which in turn allows subordinates to recognize faults and strengths in their behavior as to facilitate performance improvement, without the costs of formal feedback.

Design/methodology/approach

Theory development and narrative research review.

Findings

Feedback and feedback-seeking are communication behaviors emitted by a supervisor, or a subordinate, that can be conceptualized as points on a continuum ranging from telling (i.e. supervisor or subordinate giving feedback), through question-asking (i.e. supervisor’s or subordinate’s feedback-seeking), to listening (e.g. supervisor or subordinate listening to one another).

Research limitations/implications

Under many circumstances, listening can address organizational needs much better than feedback.

Practical implications

The feedforward interview in Listening Circles can be used to enhance performance at work.

Social implications

Shifting the attention from feedback to listening by managers and researchers could facilitate a host of positive outcomes including better performance, lower burnout, higher job satisfaction and less extremism.

Originality/value

This paper shows that listening is found on the other pole of feedback (telling) and exposes the benefits of considering listening, and not only telling.

Objetivo

Atendiendo a la llamada de DeNisi y Smith Sockbeson (este número) para integrar las literaturas de feedback y búsqueda de feedback, ofrecemos algunas aportaciones teóricas que extienden el estudio del fenómeno en cuestión. Nuestro objetivo con esta contribución es la de señalar formas más efectivas, aunque largamente ignoradas, de mejorar la comunicación supervisor-subordinado, y el rendimiento resultante.

Aproximación teórica y metodológica

Sugerimos dos cambios teóricos a la hora de aproximarse al feedback y la búsqueda de feedback: viéndolos como un proceso de comunicación relacional (diádico), y ampliando los comportamientos de comunicación para incluir la escucha. A continuación revisamos los resultados existentes para evaluar nuestra teoría.

Teoría propuesta

Nuestra teoría sugiere que el feedback y la búsqueda de feedback son comportamientos son parte de un continuo que va desde el decir a los subordinados algo sobre su comportamiento (feedback) hasta la escucha. Con esta visión, la escucha crea un tipo especial de relación supervisor-subordinado conocido como experiencia yo-tu, mientras que el feedback es más probable que genere una experiencia yo-eso, en la que el supervisor trata al subordinado como un objeto. La experiencia yo-tu, por el contrario, permite a los subordinados reconocer las debilidades y fortalezas de su comportamiento sin necesidad de un feedback formal. Además, el modelo teórico especifica condiciones de contorno. Específicamente, los beneficios de escuchar (a) se manifiestan principalmente cuando supervisor y subordinado forma una relación sobre una base segura, y (b) se ven comprometidos cuando las partes se relacionan de forma insegura.

Resultados

La revisión de la literatura confirma los beneficios de escuchar, en relación al feedback y el feedback buscado, pero sugiere que el papel del estilo de relación es más complejo que el planteado en el modelo teórico.

Valor

Teóricamente, explicamos porqué el feedback, y en menor medida el grado de feedback buscado, crean problemas de comunicación que evitan que el rendimiento mejore. En la práctica, señalamos algunas técnicas para escuchar al empleado, tales como los círculos de escucha, y la entrevista de feedforward, que pueden mejorar la comunicación y en definitiva el rendimiento.

Palabras clave

Feedback, Búsqueda de Feedback, Escuchar

Tipo de artículo

Papel Conceptual

Resumo estruturado

Atendendo a chamada de Denisi e Smith Sockbeson (este número) para integrar as literaturas sobre feedback e a busca do feedback, oferecemos propostas teóricas que expandem o estudo do fenômeno considerado. Nosso objetivo nesta proposta teórica é apontar mais eficácia, embora amplamente ignorada, de maneiras para melhorar a comunicação supervisor-subordinado e o desempenho resultante.

Abordagem teórica e metodológica

Sugerimos duas mudanças teóricas na aproximação do feedback e da busca do feedback: visualização do feedback e da busca do feedback como processos relacionais (diádica) de comunicação, e ampliando os mecanismos de comunicação para incluir a escuta. Revisamos os resultados existentes para avaliar nossa teoria.

Teoria proposta

Nossa teoria sugere que o feedback e a busca por feedback são comportamentos que fazem parte de um continuo que surge ao dizer aos subordinados algo sobre seu comportamento (feedback) para ouvir. Com essa visão, a escuta cria um tipo especial de relacionamento supervisor-subordinado conhecido como experiência eu-você, enquanto o feedback provavelmente gera uma experiência eu-isso, em que o supervisor trata o subordinado como um objeto. A experiência eu-tu, por outro lado, permite que os subordinados reconheçam as fraquezas e os pontos fortes do seu comportamento sem a necessidade de feedback formal. Além disso, o modelo teórico especifica as condições de contorno. Especificamente, os benefícios de ouvir(a) são manifestados principalmente quando supervisor e subordinado formam um relacionamento em uma base segura, e (b) comprometida quando as partes estão inseguramente anexadas.

Resultados

A revisão da literatura confirma os benefícios de escutar, em relação ao feedback e o feedback procurado, mas sugere que o papel do estilo do relacionamento é mais complexo do que aquele proposto no modelo teórico.

Valor

Teoricamente, explicamos por que o feedback, e em menor medida o nível de feedback procurado, cria problemas de comunicação que impedem a melhoraria do desempenho. Na prática, nós apontamos algumas técnicas para escutar o subordinado, tal como círculos de escuta, e a entrevista de Feedforward, que pode melhorar a comunicação e finalmente o desempenho.

Palabras clave

Feedback, Busca de feedback, Escutar

Tipo de artigo

Papel conceitual

Details

Management Research: Journal of the Iberoamerican Academy of Management, vol. 16 no. 4
Type: Research Article
ISSN: 1536-5433

Keywords

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Article
Publication date: 8 August 2024

Niccoló Nirino, Enrico Battisti, Michal Erben, Antonio Salvi and Stefano Bresciani

The purpose of this paper is to explore the connection between initial public offerings (IPOs) and knowledge management (KM). Specifically, the manuscript critically examines the…

131

Abstract

Purpose

The purpose of this paper is to explore the connection between initial public offerings (IPOs) and knowledge management (KM). Specifically, the manuscript critically examines the literature on IPOs and KM underlying how KM practices influence the IPO processes of companies.

Design/methodology/approach

The authors employ a systematic literature review methodology to identify and thematically investigate 21 articles published in journals by the Chartered Association of Business Schools (ranked 2, 3, 4, 4*).

Findings

This research sheds new light on the relevance of KM practices in the context of IPOs. Specifically, the authors identify four crucial aspects concerning companies that opt for an IPO: (i) reasons for IPO and the role of KM; (ii) IPO process and the role of KM; (iii) underpricing and the role of KM; (iv) post-IPO and the role of KM.

Originality/value

This paper shows the pivotal role of effective KM strategies in fostering a successful IPO. Additionally, it provides practical recommendations for companies seeking to effectively harness their intellectual assets during the IPO process.

Details

Journal of Knowledge Management, vol. 28 no. 9
Type: Research Article
ISSN: 1367-3270

Keywords

Available. Content available
Article
Publication date: 4 July 2008

Craig Henry

393

Abstract

Details

Strategy & Leadership, vol. 36 no. 4
Type: Research Article
ISSN: 1087-8572

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Book part
Publication date: 11 March 2022

Franziska Leutner, Reece Akhtar and Tomas Chamorro-Premuzic

Abstract

Details

The Future of Recruitment
Type: Book
ISBN: 978-1-83867-562-2

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Article
Publication date: 20 May 2021

Jörg Räwel

Given the form of functional differentiation of modern society, a far-reaching coordination of functional systems as a dissolution of their heterarchical relationship to each…

123

Abstract

Purpose

Given the form of functional differentiation of modern society, a far-reaching coordination of functional systems as a dissolution of their heterarchical relationship to each other, as was apparently possible in the social “lockdown” during the corona pandemic, should have been extremely unlikely. The purpose of this study is to explain how this was nevertheless achieved.

Design/methodology/approach

From the perspective of systems theory, social action in principle does not present itself as a problem but as a solution to (latent) social problems. In the sociological analysis presented here, it is therefore precisely a matter of uncovering or pointing out those (changed) social structures in which a social “lockdown” appears as a solution.

Findings

The paper explains that with the emergence of social media through applications such as Facebook, Instagram, Twitter, and TikTok, a new force is establishing itself at the level of society as a system. It is one that is characterized by being highly vulnerable to moral communication. A susceptibility to morality manifests, on the one hand, through an individual differentiation of society made possible by social media – for example, in the emerging Chinese social credit system – and, on the other hand, through the specific communicative structures of the social media themselves. It is argued that social media, in the form of a moral authority with a lasting effect on society as a whole, make a significant contribution to realizing the social “lockdown.”

Originality/value

The originality of the paper results from the fact that the emergence of a new social phenomenon (“lockdown”) is explained.

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