Organizational learning from performance feedback: a behavioral perspective on multiple goals

By:

Audia, Pino

Contributor(s):

Greve, Henrich R

Material type: Text

TextPublication details: Cambridge University Press United Kingdom 2021Description: 62 pISBN:

9781108440936

Subject(s):

DDC classification:

658.3124 AUD

Summary: This Element synthesizes the current state of research on organizational learning from performance feedback and develops a new perspective that deals with the influence of multiple goals. In keeping with the centrality of motives in Cyert & March's influential model, this new perspective rests on a foundation of individual level behaviors that are responsive to mechanisms at the organizational and environmental level of analysis. A key aim is to lay out an agenda for a new wave of empirical research on the interconnections of decision-makers, organizations, and the environment that influence organizational responses to performance.

List(s) this item appears in: HR & OB | Operation & quantitative Techniques

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Item type	Current library	Collection	Call number	Copy number	Status	Date due	Barcode
Book	Indian Institute of Management LRC General Stacks	Human Resource and Organization Behvaiour	658.3124 AUD (Browse shelf(Opens below))	1	Available		003890

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Table of Contents
1. Introduction
2. The Core Model of Performance Feedback: Goals, Aspiration Levels, Search, and Change
3. The Modified Core Model
4. Multiple Goals
5. Extended Model
6. An Example
7. Future Research
8. Conclusion.

This Element synthesizes the current state of research on organizational learning from performance feedback and develops a new perspective that deals with the influence of multiple goals. In keeping with the centrality of motives in Cyert & March's influential model, this new perspective rests on a foundation of individual level behaviors that are responsive to mechanisms at the organizational and environmental level of analysis. A key aim is to lay out an agenda for a new wave of empirical research on the interconnections of decision-makers, organizations, and the environment that influence organizational responses to performance.

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