Technology, credibility, and feedback use

Gregory B. Northcraft; P. Christopher Earley

doi:10.1016/0749-5978(89)90036-8

Technology, credibility, and feedback use

Gregory B. Northcraft, P. Christopher Earley

Business Administration

Research output: Contribution to journal › Article › peer-review

Abstract

This paper extends the literature of feedback use through an empirical examination of two central issues in the use of feedback: feedback credibility and technology as a feedback source. In a laboratory study, 55 subjects received performance feedback from one of four sources (organization, supervisor, and self-generated with or without the aid of a computer) while participating in a stock market simulation. The results of repeated-measures MANOVAs demonstrated that self-generated feedback (with or without the use of a computer) significantly influenced credibility of feedback, strategy acquisition, and performance. There was no support for the contention that technology-based feedback sources foster "technomindlessness.".

Original language	English (US)
Pages (from-to)	83-96
Number of pages	14
Journal	Organizational Behavior and Human Decision Processes
Volume	44
Issue number	1
DOIs	https://doi.org/10.1016/0749-5978(89)90036-8
State	Published - Aug 1989

ASJC Scopus subject areas

Applied Psychology
Organizational Behavior and Human Resource Management

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