Checking in? A dyadic and dynamic perspective on feedback conversations

Frederik Jacques C Anseel; Stéphane Brutus

Checking in? A dyadic and dynamic perspective on feedback conversations

Frederik Jacques C Anseel, Stéphane Brutus

King's Business School

John Molson School of Business, Concordia University

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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 language	English
Title of host publication	Feedback at work
Editors	Lisa A. Steelman, Jane R. Williams
Place of Publication	Switzerland
Publisher	Springer Nature
Publication status	Accepted/In press - 2019

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Checking in? A dyadic and dynamic perspective on feedback conversations

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