Checking in? A dyadic and dynamic perspective on feedback conversations

Frederik Jacques C Anseel, Stéphane Brutus

Research output: Chapter in Book/Report/Conference proceedingChapter

78 Downloads (Pure)

Abstract

Companies are increasingly moving toward more fluidity and flexibility in
performance management. The trend to “unstructure” feedback processes has
led to a renewed interest for evidence-based guidelines on how to organize
feedback in organizations differently. Unfortunately, there remains a dearth of
knowledge on two fundamental properties of feedback processes as they are
now being advanced in organizations. First, feedback is dyadic in that both
employee and supervisor are active agents in a feedback exchange. Second,
feedback is dynamic with feedback conversations being connected in time to
previous and future conversations. Drawing on conceptual and methodological
advances in studying dyadic and dynamic processes, we systematically address
previously unexplored research areas and paint a more complete picture of
how informal feedback exchanges in organizations unfold over time. In doing
so, we bring together the feedback-seeking, feedback-giving, and feedback
environment literatures to advance a dyadic and dynamic perspective on
feedback processes in organizations.
Original languageEnglish
Title of host publicationFeedback at work
EditorsLisa A. Steelman, Jane R. Williams
Place of PublicationSwitzerland
PublisherSpringer Nature
Publication statusAccepted/In press - 2019

Fingerprint

Dive into the research topics of 'Checking in? A dyadic and dynamic perspective on feedback conversations'. Together they form a unique fingerprint.

Cite this