King's College London

Research portal

Checking in? A dyadic and dynamic perspective on feedback conversations

Research output: Chapter in Book/Report/Conference proceedingChapter

Standard

Checking in? A dyadic and dynamic perspective on feedback conversations. / Anseel, Frederik Jacques C; Brutus, Stéphane.

Feedback at work. ed. / Lisa A. Steelman; Jane R. Williams. Switzerland : Springer Nature, 2019.

Research output: Chapter in Book/Report/Conference proceedingChapter

Harvard

Anseel, FJC & Brutus, S 2019, Checking in? A dyadic and dynamic perspective on feedback conversations. in LA Steelman & JR Williams (eds), Feedback at work. Springer Nature, Switzerland.

APA

Anseel, F. J. C., & Brutus, S. (Accepted/In press). Checking in? A dyadic and dynamic perspective on feedback conversations. In L. A. Steelman, & J. R. Williams (Eds.), Feedback at work Springer Nature.

Vancouver

Anseel FJC, Brutus S. Checking in? A dyadic and dynamic perspective on feedback conversations. In Steelman LA, Williams JR, editors, Feedback at work. Switzerland: Springer Nature. 2019

Author

Anseel, Frederik Jacques C ; Brutus, Stéphane. / Checking in? A dyadic and dynamic perspective on feedback conversations. Feedback at work. editor / Lisa A. Steelman ; Jane R. Williams. Switzerland : Springer Nature, 2019.

Bibtex Download

@inbook{9dcf9f6002b34be2a39d6183d4fb20ad,
title = "Checking in? A dyadic and dynamic perspective on feedback conversations",
abstract = "Companies are increasingly moving toward more fluidity and flexibility inperformance management. The trend to “unstructure” feedback processes hasled to a renewed interest for evidence-based guidelines on how to organizefeedback in organizations differently. Unfortunately, there remains a dearth ofknowledge on two fundamental properties of feedback processes as they arenow being advanced in organizations. First, feedback is dyadic in that bothemployee and supervisor are active agents in a feedback exchange. Second,feedback is dynamic with feedback conversations being connected in time toprevious and future conversations. Drawing on conceptual and methodologicaladvances in studying dyadic and dynamic processes, we systematically addresspreviously unexplored research areas and paint a more complete picture ofhow informal feedback exchanges in organizations unfold over time. In doingso, we bring together the feedback-seeking, feedback-giving, and feedbackenvironment literatures to advance a dyadic and dynamic perspective onfeedback processes in organizations.",
author = "Anseel, {Frederik Jacques C} and St{\'e}phane Brutus",
year = "2019",
language = "English",
editor = "Steelman, {Lisa A.} and Williams, {Jane R.}",
booktitle = "Feedback at work",
publisher = "Springer Nature",

}

RIS (suitable for import to EndNote) Download

TY - CHAP

T1 - Checking in? A dyadic and dynamic perspective on feedback conversations

AU - Anseel, Frederik Jacques C

AU - Brutus, Stéphane

PY - 2019

Y1 - 2019

N2 - Companies are increasingly moving toward more fluidity and flexibility inperformance management. The trend to “unstructure” feedback processes hasled to a renewed interest for evidence-based guidelines on how to organizefeedback in organizations differently. Unfortunately, there remains a dearth ofknowledge on two fundamental properties of feedback processes as they arenow being advanced in organizations. First, feedback is dyadic in that bothemployee and supervisor are active agents in a feedback exchange. Second,feedback is dynamic with feedback conversations being connected in time toprevious and future conversations. Drawing on conceptual and methodologicaladvances in studying dyadic and dynamic processes, we systematically addresspreviously unexplored research areas and paint a more complete picture ofhow informal feedback exchanges in organizations unfold over time. In doingso, we bring together the feedback-seeking, feedback-giving, and feedbackenvironment literatures to advance a dyadic and dynamic perspective onfeedback processes in organizations.

AB - Companies are increasingly moving toward more fluidity and flexibility inperformance management. The trend to “unstructure” feedback processes hasled to a renewed interest for evidence-based guidelines on how to organizefeedback in organizations differently. Unfortunately, there remains a dearth ofknowledge on two fundamental properties of feedback processes as they arenow being advanced in organizations. First, feedback is dyadic in that bothemployee and supervisor are active agents in a feedback exchange. Second,feedback is dynamic with feedback conversations being connected in time toprevious and future conversations. Drawing on conceptual and methodologicaladvances in studying dyadic and dynamic processes, we systematically addresspreviously unexplored research areas and paint a more complete picture ofhow informal feedback exchanges in organizations unfold over time. In doingso, we bring together the feedback-seeking, feedback-giving, and feedbackenvironment literatures to advance a dyadic and dynamic perspective onfeedback processes in organizations.

M3 - Chapter

BT - Feedback at work

A2 - Steelman, Lisa A.

A2 - Williams, Jane R.

PB - Springer Nature

CY - Switzerland

ER -

View graph of relations

© 2018 King's College London | Strand | London WC2R 2LS | England | United Kingdom | Tel +44 (0)20 7836 5454