this work references cited by second hopReferences
- 1974The Nature of Managerial Work6,240 cited
- 1996The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory.5,875 cited
- 1981Leadership in Organizations5,252 cited
- 1984Estimating within-group interrater reliability with and without response bias.4,773 cited
- 1992Consequences of influence tactics used with subordinates, peers, and the boss.842 cited
- 2005DOES PERFORMANCE IMPROVE FOLLOWING MULTISOURCE FEEDBACK? A THEORETICAL MODEL, META‐ANALYSIS, AND REVIEW OF EMPIRICAL FINDINGS599 cited
- 2001360° feedback: Accuracy, reactions, and perceptions of usefulness.471 cited
- 2000Feedback effectiveness: Can 360-degree appraisals be improved?400 cited
- 1999A FIVE‐YEAR STUDY OF UPWARD FEEDBACK: WHAT MANAGERS DO WITH THEIR RESULTS MATTERS256 cited
- 2000Perceived effectiveness of influence tactics in the united states and china219 cited
- 2005UNDERSTANDING RESPONSES TO MULTI‐SOURCE FEEDBACK: THE ROLE OF CORE SELF‐EVALUATIONS214 cited
- 2000AN UPWARD FEEDBACK FIELD EXPERIMENT: SUPERVISORS' CYNICISM, REACTIONS, AND COMMITMENT TO SUBORDINATES210 cited
- 1996Designing an effective 360-degree appraisal feedback process203 cited
- 2003Effects of multisource feedback and a feedback facilitator on the influence behavior of managers toward subordinates.
Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work