Researchers show that multisource feedback has organizational performance advantages when compared to traditional feedback that occur more sparingly.
Who do you really want answering that important 3am phone call? Probably not your employee. New organizational theory proposes that constant connectedness or working irregular hours can lead to sleep deprivation. While pushing employees extra hard may seem to initially increase organizational performance, it is certainly no long-term winning strategy.
Could an individual’s workplace performance determine whether or not they are subjected to employee victimization? A new study finds that both high and low performers may be victimized at work, but through different forms of aggressive behavior. Because future work performance may be impaired by such treatment, there is both an individual and organizational imperative to deal with this issue.
In this study, the authors examined circumstances in which creativity is positively or negatively related to firm performance. They argued that the relationship between creativity and firm performance is contingent on riskiness orientation, firm size, and realized absorptive capacity. Findings indicate that creativity decreased performance in firms with risky strategies and positively affected performance in firms able to act on ideas.
When customers complain about service or products, many retailers turn to coupons and established procedures to manage complaints quickly. But how do these decisions by management actually interact and affect customer behavior? In this paper, authors investigate both the interaction of reacting quickly and using coupons to respond to a customer complaint.