Despite the abundant research regarding individual-level feedback, few studies
examine team feedback, particularly the relationship between team feedback reactions and
organizational performance. Through a field study and a lab study, this paper examines two
reactions to team feedback, specifically blaming and strategizing, and their relationship to
team performance. Study 1 showed that both blaming and strategizing occur in about 1/3 of
team feedback meetings in an international sample of teams. Blaming was found to
negatively correlate with productivity improvement (r = -.59), whereas strategizing was
found to positively correlate with productivity improvement (r = .33). Study 2 was a lab
study conducted to addresses several of the limitations from Study 1. The results from Study
2 were mixed. Although the manipulation failed to differentiate the experimental conditions
in Study 2, post hoc correlational analyses showed a positive relationship between
strategizing and viability, and a negative relationship between excuse making and viability.
Correlational analyses also revealed a negative relationship between blaming or excuse
making and team cohesion. These results suggest further research is warranted in this area.
| Identifer | oai:union.ndltd.org:tamu.edu/oai:repository.tamu.edu:1969.1/1555 |
| Date | 17 February 2005 |
| Creators | Philo, Joel Richard |
| Contributors | Arthur, Winfred, Jr. |
| Publisher | Texas A&M University |
| Source Sets | Texas A and M University |
| Language | en_US |
| Detected Language | English |
| Type | Book, Thesis, Electronic Dissertation, text |
| Format | 359873 bytes, electronic, application/pdf, born digital |
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