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We argue that public R&D support may not only lead firms to increase their technological cooperation breadth, enhancing knowledge acquisition, but also influence how firms frame and approach R&D alliance decisions in response to their innovation performance feedback. From a behavioural perspective it is firms performing above or below innovation aspirations the ones that are more willing to gain access to new sources of external knowledge. We argue that while public funding of a firm's R&D activities has a positive direct effect on cooperation breadth, it also exerts a negative moderating influence when firms deviate from their innovation aspirations, because managers' external knowledge acquisition strategies tend to align with the objectives of subsidised projects. Using a panel of technological-intensive Spanish firms, we find support for our hypotheses, showing the importance of incorporating performance feedback as a key factor when analysing the impact of public R&D instruments on firms' collaborative behaviour. [ABSTRACT FROM AUTHOR]

Previous research on the glass cliff phenomenon has primarily explored the impact of performance decline on women in leadership based on single objectives, overlooking the complexity of managing performance in the public sector. This study adopts a multigoal perspective to explore how performance feedback in a dual-goal scenario affects gender composition in top management teams (TMTs) in Chinese local governments. Drawing on behavioral theory, it differentiates between unambiguous and ambiguous feedback as two distinct types of organizational performance feedback, to test their influence on women's proportion in TMTs. A unique data set covering 276 Chinese municipal governments from 2010 to 2018 was used to investigate how performance feedback on two conflicting objectives, economic growth and environmental protection pursued by Chinese local governments, affects women's proportion in mayoral teams. Results from fractional logit regression suggest that unambiguous failure is positively associated with the proportion of women in TMTs. However, ambiguous performance feedback is negatively related to the proportion of women in TMTs. Implications for research on gender composition in the upper echelons and performance feedback on multiple objectives are discussed. [ABSTRACT FROM AUTHOR]

This study assesses the effects of CEO power on green innovation and, more importantly, explores how different performance feedback affects this relationship by considering the positive and negative aspects of financial and environmental performance feedback. We further discuss how institutional investors respond to the decision‐making of powerful CEOs on green innovation. By using Chinese manufacturing observations, we find that although powerful CEOs positively promote firms' green innovation, this positive effect does not apply to all conditions. The impacts of CEO power on green innovation are different under the positive and negative aspects of performance feedback, and under financial and environmental performance feedback. Accordingly, heterogeneous institutional investors respond differently to these various situations. Specifically, pressure‐resistant institutional investors serve as 'supervisors' under the positive aspects of financial and environmental performance feedback and shift to 'bystanders' under the negative aspects of financial and environmental performance feedback. Pressure‐sensitive institutional investors always act as 'bystanders' under different performance feedback. [ABSTRACT FROM AUTHOR]

Previous research evaluating behavior skills training and performance feedback has largely examined factors influencing interventionist performance outcomes. However, to our knowledge, researchers have yet to compile existing literature to specifically explore characteristics associated with improved learner outcomes in the context of interventionist training research. In our meta-analysis, we conducted a regression analysis to examine the relationships between improved interventionist performance, interventionist training approach (behavioral skills training versus performance feedback in isolation), behavior domain (skill acquisition, behavior reduction, or both used in combination), and interventionist type on outcomes for learners. Results suggested that while interventionist performance was significantly correlated with improved learner outcomes, the training approach used was not. Behavior domain was found to reliably predict learner outcomes. Namely, training interventionists on protocols featuring both skill acquisition and behavior reduction were associated with better outcomes for learners than either skill acquisition or behavior reduction in isolation. Finally, interventionist type reliably predicted learner outcomes. That is, behavior therapists were positively correlated with larger learner effect sizes compared to other interventionist type, while post-secondary students as interventionists were correlated with the poorest learner outcomes. We end the paper by discussing potential clinical implications and make recommendations for future research. [ABSTRACT FROM AUTHOR]

Integrating the behavioral theory of the firm and social capital theory, this study examines how performance shortfalls and executive social relations jointly affect firms' trade-offs between the shared-control entry mode and full-control entry mode. This study argues that, for new overseas entries, performance shortfalls cause firms to prefer the shared-control entry mode. This is attributed to the fact that performance shortfalls increase firms' resource constraints and reduce their information search scope. This, in turn, leads decision-makers to prefer the shared-control entry mode, because that mode requires fewer resources, less information collection, and lower processing capabilities. In addition, guided by social capital theory, this study also finds that the positive effect of performance shortfalls on the shared-control entry mode is weakened when executives have social relations, either overseas or in banks. Further analysis shows that, compared with less-developed economies, firms facing a performance shortfall are more inclined to adopt the shared-control mode to enter developed economies. By clarifying the joint effect of performance shortfalls and executive social relations on firms' overseas equity entry modes, this study deepens the understanding of firms' choices of overseas equity entry modes. [ABSTRACT FROM AUTHOR]

By integrating theories of goal proximity and crowding‐out, this research investigates how and when employees' performance of in‐role pro‐environmental behaviors will spill over to future engagement in extra‐role pro‐environmental behaviors. Using two experiments with employees from the retail (N = 338) and education (N = 448) industries, we found a conditional positive spillover effect, mediated by pro‐environmental goal commitment. More specifically, when employees with low intrinsic pro‐environmental motivation received feedback that they had progressed in their in‐role pro‐environmental performance, their extra‐role pro‐environmental behavior intentions increased due to an increased commitment to the pro‐environmental goal. However, when employees had high intrinsic pro‐environmental motivation, this spillover effect was negative (Study 1) or non‐significant (Study 2). To summarize, the positive spillover effect only occurs when employees are not highly intrinsically motivated. Our findings uncover a missing piece in organizational environmental management literature and carry important implications for employee‐oriented initiatives. [ABSTRACT FROM AUTHOR]

Firms have already begun integrating artificial intelligence (AI) as a replacement for conventional performance management systems owing to its technological superiority. This transition has sparked a growing interest in determining how employees perceive and respond to performance feedback provided by AI as opposed to human supervisors. A 2 x 2 between-subject experimental design was employed that was manipulated into four experimental conditions: AI algorithms, AI data, highly experienced human supervisors and low-experience human supervisor conditions. A one-way ANOVA and Welch t-test were used to analyze data. Our findings revealed that with a predefined fixed formula employed for performance feedback, employees exhibited higher levels of trust in AI algorithms, had greater performance expectations and showed stronger intentions to seek performance feedback from AI algorithms than highly experienced human supervisors. Conversely, when performance feedback was provided by human supervisors, even those with less experience, in a discretionary manner, employees' perceptions were higher compared to similar feedback provided by AI data. Moreover, additional analysis findings indicated that combined AI-human performance feedback led to higher levels of employees' perceptions compared to performance feedback solely by AI or humans. The findings of our study advocate the incorporation of AI in performance management systems and the implementation of AI-human combined feedback approaches as a potential strategy to alleviate the negative perception of employees, thereby increasing firms' return on AI investment. Our study represents one of the initial endeavors exploring the integration of AI in performance management systems and AI-human collaboration in providing performance feedback to employees.

This research examines outcomes associated with the misalignment of power and expertise. Using interactive groups, we found that it was specifically the combination of providing performance feedback and then assigning power to the worst member that led to negative outcomes, not merely that the worst performer held decision power. A follow-up study verified that veridical feedback improved people's ability to identify expertise. Across two additional studies, we found that known misalignment of decision power and performance decreased perceived fairness and expectations of success. We posit that when members know that power and expertise are misaligned, decision making and performance suffer. [ABSTRACT FROM AUTHOR]

This study addresses recent calls for more research on the potential intervening role exerted by certain individual variables in the relationship between performance feedback and performance. Specifically, this study selects medical managers' sense of managerial self-efficacy as a potential mediational variable in the feedback–performance relationship. A mediational model examining how the effect of performance feedback on medical managers' budgetary performance is influenced by their sense of managerial self-efficacy was established based on survey data from 60 medical managers working in a hospital. Data analysis was conducted using the partial least squares technique, and the results confirmed the hypothesised relationships. Specifically, performance feedback was positively associated with managerial self-efficacy, and managerial self-efficacy exerted a positive influence on medical managers' budgetary performance. Further, performance feedback was determined not to be directly associated with budgetary performance; however, a full mediating effect of managerial self-efficacy was found. These findings make several contributions to the literature and can help healthcare managers have a better understanding of the consequences and importance of the technical features of performance feedback reports. [ABSTRACT FROM AUTHOR]

Social, anthropomorphic robots are increasingly used in professional work environments to collaborate with humans. However, little is known about how these robots affect human workers in performance-critical aspects, such as feedback. The present study investigates differences between the effects of a robot and a human feedback giver on self-esteem, intrinsic motivation, and psychophysiological reactions. Using a mixed model design for subjective data and a between-subject design for psychophysiological data, we tested 72 participants who performed a cognitive task on working memory, namely the 3-back task. The results indicate that people are more motivated to perform the task when receiving feedback from a robot, but their electrodermal activity and heart rate are higher after receiving positive feedback from a human. There is no difference in electrodermal activity following negative feedback from a human or a robot. Additional analyses show that individuals report feeling less comfortable and perceiving less social warmth when receiving feedback from a robot compared to a human. Furthermore, individuals exhibit higher skin conductance responses when perceiving greater social warmth in their interactions, regardless of whether their interaction partner is a human or a robot. The results suggest that social robots may serve as surrogates for social interaction. However, they seem to have less social presence, which leads to reduced psychophysiological reactions. This knowledge may be used to calibrate arousal in feedback situations. [ABSTRACT FROM AUTHOR]

Management research has broadly categorized strategic motivations for corporate social responsibility (CSR) as profit-seeking or legitimacy, which are at times conflicting and complementary. The nature of firm motivations has significant implications for firm-level and societal outcomes yet is not directly observable. In this study I theorize that strategic motivations may be inferred based on observed performance relative to context-specific groups of relevant peer firms. I integrate economics and strategic management traditions to develop both a theoretical framework and an empirical model of peer effects and their underlying strategic motivations, and employ a novel instrumental variables estimation that exploits unique aspects of a recent innovation in dynamic industry classification. Results indicate that firms select referent peers based on strategic context and shed new light on the multi-dimensional nature of CSR strategies, revealing subtleties of firm behavior often masked by traditional empirical approaches. Contributions to theory and opportunities for future research are highlighted. [ABSTRACT FROM AUTHOR]

Drawing upon the blame avoidance perspective, this study develops a holistic and extensible theory on how different performance feedback affects public organizations' data manipulation behaviours. The theory predicts that negative (positive) performance feedback increases (decreases) public organizations' tendency to engage in data manipulation. Moreover, organizational resources negatively moderate the relationship between negative performance feedback and data manipulation. Taking China's official city air quality ranking as the empirical case, our empirical analyses with the panel data approach and the regression discontinuity design find strong evidence supporting these predictions. [ABSTRACT FROM AUTHOR]

Exercise-tracking apps are digital tools for delivering personalized behavioral interventions. Despite the growing usage of exercise applications, the efficacy of in-exercise app features in driving usage and athletic outcomes remains poorly understood. To remain competitive, sports organizations now need to leverage tracking tools to efficiently allocate resources and streamline training regimens and interventions for their core assets (i.e., athletes). In response to these operational needs, we examine two specific forms of such in-exercise interventions, namely performance feedback and social feedback. We conducted an 18-month-long field study with 1,037 uniformed group servicemen to assess the effect of these feedback types on running and usage outcomes. Results from the field study provided evidence that these two app features improved the servicemen's running times and frequency of application usage, on average. Contrary to the common belief that more features are better, the joint usage of two feedback features does not produce additive effects. Tests at more granular levels suggest that users who received both feedback types in exercise episodes exhibit overconfidence behavior by participating in fewer subsequent exercises. The receipt of both feedback may be redundant and can cause user annoyance. Heterogeneity tests revealed that while performance feedback benefited most runners, social features were effective only for already stronger runners. Also, only positive social feedback had a significant impact on running performance. The results further indicate that performance feedback generated a slow but sustained increase in usage frequency, while social feedback spurred quick initial growth in usage but dwindled in effectiveness over time. Implications for theory and practice, as well as directions for further research, are discussed. [ABSTRACT FROM AUTHOR]

Performance feedback has been identified as an evidence-based practice to improve teacher implementation fidelity. The efficacy of performance feedback might be enhanced with ancillary strategies such as goal setting. In this paper, we systematically reviewed 22 experimental studies in which a combination of goal setting and performance feedback was used to improve teacher implementation of practices. We summarized effects and explored which aspects of goal setting and performance feedback were associated with improved performance. Overall, we found the combination of goal setting and performance feedback was highly effective. We found that the features associated with consistent positive effects included visual presentation of data, verbal feedback, teacher-created goals, measurement of progress toward goals, and discussion of goals during feedback. We discuss why these particular features might be efficacious, and how administrators and teacher trainers can integrate them into their efforts to support teachers to improve their practice. [ABSTRACT FROM AUTHOR]

This article investigates the use of performance-related feedback as a strategy for overcoming spontaneous occupational stereotyping when certain social role nouns and professional terms are read. Across two studies participants were presented with two terms: a role noun (e.g., surgeon) and a kinship term (e.g., mother) and asked to quickly decide whether both terms could refer to the same person. The feedback training involved telling participants whether their responses were correct or incorrect and providing them with their cumulative percentage correct score. In the absence of feedback, responding to stereotype-incongruent pairings was typically slower and less accurate than in stereotype-congruent and neutral conditions. However, the results demonstrated that performance significantly improved to stimuli on which participants received the feedback training (Experiment 1), and to a novel set of stimuli (Experiment 2). In addition, the effects were still evident 1 week later (Experiment 2). It is concluded that performance-related feedback is a valuable strategy for overcoming spontaneous activation of occupational stereotypes and can result in lower levels of stereotype use. [ABSTRACT FROM AUTHOR]

Collaboration networks are not intrinsically unstable and fragile, ego-network stability cannot be taken for granted. Extant research has highlighted the determinants of ego-network stability; nevertheless, it is still unclear how behavioral factors affect a firm's ego-network stability in a collaboration network as a consequence of a decision-maker's bounded rationality. Drawing from the behavioral theory of the firm and attention-based view, this paper explores how ego-network stability is affected by performance feedback and investigates the influence of CEOs' information advantage and power on firms' responses to performance feedback. Using longitudinal data on Chinese publicly listed firms in the pharmaceutical industry from 2007 to 2020, we find that the magnitude of a firm's outperformance relative to its aspirations harms its ego-network stability. The magnitude of a firm's underperformance relative to its aspirations has a U-shaped relationship with its ego-network stability. Moreover, CEOs' social capital and power strengthen the negative relationship between the magnitude of a firm's outperformance relative to its aspirations and its ego-network stability, and CEOs' social capital flattens the U-shaped effect of the magnitude of a firm's underperformance relative to its aspirations on its ego-network stability. [ABSTRACT FROM AUTHOR]

This paper examines the outward foreign direct investment events of Chinese manufacturing firms from 2008 to 2022. It explores how sunk cost and performance feedback drive firms' foreign exit strategies based on the behavioral theory of the firm. Additionally, it also examines the contextual factor that may affect the focal relationship. We adopt a panel logistic estimation to test the hypotheses. The conclusions show that firms are more likely to exit overseas markets when faced with sunk costs and negative performance feedback. Conversely, positive performance feedback significantly decreases the probability of firms exiting foreign markets. Additionally, environmental munificence and complexity can weaken the strength of the focal nexus to some extent. These findings hold both theoretical and practical significance for multinational enterprises and the government in the context of the 'dual-circulation strategy'. [ABSTRACT FROM AUTHOR]

Research Summary: Private equity (PE) investors invest in a portfolio of firms, setting new, ambitious performance aspirations and providing monitoring and value‐adding services to help management attain these aspirations. Integrating a behavioral theory of the firm and corporate governance perspective, this study investigates how portfolio firms respond to performance feedback, considering heterogeneity in PE investors' incentives and influence toward a given portfolio firm's strategic actions. Using unique data from a PE investor including direct aspirations measures, we find that (1) portfolio firms' performance relative to aspirations, and (2) the PE investor's relative investment amounts and experience of PE‐appointed board members, interact to affect the distinct growth strategies (i.e., internal capital investments or external acquisitions) its portfolio firms pursue. Managerial Summary: A PE investor may guide its portfolio firms differently. Incentives to intervene should be larger in case of larger investments, and influence should be more extensive in case of more senior PE board representatives. In this study, we examine how a PE investor's varying incentives and influence affect how PE‐backed firms strategically react to underperformance and overperformance. We find that a PE investor pushes for capital investments but deters acquisitions as performance shortfalls increase in a portfolio firm, when they have made larger investments and appointed more senior board members. In case of overperformance, a PE investor pushes toward acquisitions (and against capital investments) when they have invested more. Surprisingly, the opposite holds in case of more senior board members. Video Abstract [ABSTRACT FROM AUTHOR]

The increasingly dynamic and uncertain environment in which firms operate has strengthened the need to understand how firms react to changing conditions and unpredicted events. Using the information on business model innovation collected through a unique survey on Italian manufacturing companies, we study if and how variations in the firm's competitive position in the product market, proxied by the corporate markup, prompt proactive or reactive changes in the firms' business model. Drawing upon the performance feedback approach, we find that markup variations foster business model innovation, and that the degree of family involvement shapes this influence. In particular, family firms turn out to be significantly more proactive (they react proactively to both negative and positive performance feedback) than family firms with lower family involvement and non-family firms. Interestingly, positive performance feedback encourages family firms to invest and strengthen those areas of the business model that are often considered weak in this type of company. Plain English Summary: In recent years, firms have been faced with unprecedented challenges, prompted, for instance, by increasing competition end globalization, but also by particularly adverse and unpredicted events, including the well-known COVID-19 pandemic. This strengthened the importance of understanding how companies react to unexpected changes. To tackle this issue, in this study, we assess whether firms reduce or increase the extent of innovation in their business models as a response to both positive and negative variations in their market power (proxied by their price–cost margin, or markup). Using a sample of Italian manufacturing companies and unique survey data, we show that markup variations foster business model innovation, but that this link significantly changes with the degree of family involvement. In particular, family firms stand out for their proactive response to both increases and decreases in their market power, and seem to view the improvement in their competitive position in the product market as an incentive to strengthen those areas of the business model that are often considered weak in this type of company. Hence, our study portraits a favourable account of (virtuous) family businesses which should prompt policymakers to provide adequate support to these companies. [ABSTRACT FROM AUTHOR]

We draw on the behavioral theory of the firm and prospect theory to examine how performance feedback (decision context) and the characteristics of the alternatives (decision content) that decision makers face jointly determine organizational risk-taking choices. While the behavioral theory of the firm has identified performance feedback's important role in driving organizational risk-taking decisions, it has not considered the intrinsic attributes of alternatives, specifically the magnitude and likelihood of their outcomes, which have been the focus of prospect theory. We argue that these two attributes play a key role in decision makers' assessment of alternatives, but because achieving organizational goals is the prime objective in organizations, performance feedback drives how decision makers process information regarding these attributes. Analyzing 23,895 fourth-down decisions from the U.S. National Football League, we find that decision makers weigh attainment discrepancy and the magnitude and likelihood of outcomes in their choices, depending on deadline proximity. Furthermore, the size and valence of attainment discrepancy modify the weight of the magnitude and likelihood of outcomes in risky choices. Our arguments and findings suggest extensions to the behavioral theory of the firm and imply modifications to prospect theory when applied to the organizational context. [ABSTRACT FROM AUTHOR]

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Despite its recognised centrality as an organisational tool, there are decades of mixed findings relating to the employee performance benefits associated with different forms of performance feedback. The ambiguity present in the literature has been attributed to multiple factors, including feedback purpose and the context within which feedback occurs. Integrating these broad themes, we develop a model expanding the breadth of relevant social context variables to include horizontal pay dispersion. Building from tournament theory, in a field experiment of 267 employees across 22 units, we find improved performance from diagnostic feedback delivered under increasing pay dispersion; however, substantively different patterns emerge for criterion-referenced feedback. The current findings have implications for both performance feedback research and tournament theory. [ABSTRACT FROM AUTHOR]

The present article investigates the influence of compensation plans - financial as well as nonfinancial and performance feedback - with respect to the retention of the employee considering the retail sector in India from viewpoint of employees. A structured questionnaire was employed to gather information from the Hyderabad city and Greater Hyderabad Municipal Corporation (GHMC) consisting of 571 retail outlet employees as sample respondents. The collected data was analyzed using structural equation modeling (SEM) to assess the hypothecated relationship among financial that is, extrinsic rewards (FR), non-financial that is, intrinsic reward (NFR), performance feedback (PF), and employee retention (ER). The findings reveal that intrinsic and extrinsic benefits portray an important role in performance feedback (PF) which in turn helps the organization to retain their employees for years to come. The study offers academia and practitioner a thoughtful and insightful understanding of some of the important aspects of keeping skillful and talented performers and ultimately increasing productivity and providing a competitive advantage to the organization. [ABSTRACT FROM AUTHOR]

A plethora of research emphasizes the importance of performance feedback as an adaptive way to improve the outcomes of undergraduate students. However, research on negative performance feedback (i.e. communicating the results of a critical assessment related to student performance) and the potential unintended negative consequences remains fragmented and non-comprehensive. The current systematic review provides an integrative synthesis of the literature that details the unintended negative consequences of negative performance feedback on undergraduate students. It also identifies the contexts in which these consequences are more likely to occur. Using the 36 articles that fit the study's search criteria, we found negative effects on self-efficacy, cognition, affect, and behavior. These factors were moderated by the characteristics of the feedback provider and the feedback receiver, the feedback style, and demographic variables. Based on our review, we propose a new integrative model. This study contributes to the literature and practice of teaching and learning by providing educators with an up-to-date review of negative feedback. It also provides a multidisciplinary examination and identifies future research directions. [ABSTRACT FROM AUTHOR]

This paper addresses how managers react to attainment discrepancies in their firms' performance. Scholars have generally argued that only when performance drops below a predetermined aspiration level firms present a search and change behavior in order to fix this dropping performance. In particular, prior research assumes that organizations compare their performance against preset aspiration levels proceeding from their peers' performance or their own performance in prior years when determining the urgency of engaging in organizational change. However, empirical evidence on this issue is ambiguous and inconclusive. We tackle this puzzle by studying the executives' complacency (or cognitive interpretations) with objective results of the firm to determine when the company will decide to change and the magnitude of those changes. Using a sample of 137 medium-sized firms, we do find that the combination of objective results with the managerial perception of them, allows us to obtain a better understanding of the performance feedback literature. Thus, organizational change will be (only) enhanced in front of low managerial levels of complacency with organizational results, disregarding the sign of the objective performance feedback obtained by the firm. Moreover, in our research, we go one step further in analyzing several executives' characteristics that may affect this managerial complacency. [ABSTRACT FROM AUTHOR]

While performance comparison against peers is documented as a key decision-making factor in strategic management, its potential role as a strategic determinant of disclosure tone has so far been overlooked in the literature on narrative disclosures. In this study, we examine whether, and how, peer-based performance comparison (i.e. the comparison of earnings/cash flows of a firm with its peers) affects tone management. Using a measure of tone management based on 10-K filings over 1993–2013, we show that firms with performance falling below the peer-based benchmark engage in greater downward tone management in their earnings-related narrative disclosures, and the extent of this over-pessimism increases the further performance falls below the benchmark. We further document that the observed over-pessimism not only prompts security analysts to revise their earnings forecasts downward, but it is also associated with a higher probability of meeting or beating these forecasts (i.e. expectation management). This is the first study that links tone management with expectation management, in the context of peer-based performance comparison. [ABSTRACT FROM AUTHOR]

This study investigated the effects of self‐monitoring and public posting on the cycling performance of competitive youth cyclists. We measured three primary dependent variables: performance volume, intensity precision, and performance‐duration deviation. In addition, we evaluated self‐monitoring accuracy and social validity. The participants were three males aged 14–16 years. We used an ABAB design to evaluate an intervention package that consisted primarily of self‐monitoring and public posting. Athletes self‐monitored their performance after training using an online summative Google Form. The coach publicly posted performance‐based rankings on the social media application WhatsApp. Results indicate that the intervention package positively improved all performance measures across all athletes. Social‐validity measures were also favorable. [ABSTRACT FROM AUTHOR]

The underwater channel is bilateral, heterogeneous, uncertain, and exhibits multipath transmission, sound line curvature, etc. These properties complicate the structure of the received pulse, causing great challenges in direct signal identification for ranging purposes and impacts on back-end data processing, even accurate acoustic positioning. Machine learning (ML) combined with underwater acoustics has emerged as a prominent area of research in recent years. From a statistical perspective, ML can be viewed as an optimization strategy. Nevertheless, the existing ML-based direct-signal discrimination approaches rely on independent assessment, utilizing a single sensor (beacon or buoy), which is still insufficient for adapting to the complex underwater environment. Thus, discrimination accuracy decreases. To address the above issues, an accurate CW direct signal detection approach is performed using the decision tree algorithm, which belongs to ML. Initially, the pulse parameter characteristics in the underwater multipath channel are investigated and the parameter models are built. Then, based on multi-sensor localization performance feedback, fusion characteristics for diverse pulse are created. Next, the pulse parameter characteristics are preprocessed to mitigate the impact of varying magnitudes and units of magnitude on data processing. Then, the decision tree is built to obtain the desired output results and realize accurate recognition of the ranging direct signals. Finally, the feasibility and reliability of this paper's method are verified by computer simulation and field testing. [ABSTRACT FROM AUTHOR]

Background: The major challenge of the City of Johannesburg Metropolitan Municipality Council has been poor service delivery attributable to the poor performance management systems. Aim: This study aims to determine how feedback and rewards affect the work performance of the employees in terms of work quality, quantity, and efficiency. Setting: This article was guided by the responses from employees of the municipality to assert how feedback and rewards have helped to improve their work performance. Methods: The stratified sampling method was adopted in the study. The sample of 371 employees was allocated to the different strata of the population using allocation proportional to size, while participants from each stratum were identified using the simple random sampling method and interviewed using structured questionnaire. Results: The study showed that paid leave was the only type of reward the employees received. The respondents disagreed that employees were fairly rewarded for their performance; that the reward system facilitated attracting and retaining the right kind of people, and that the managers have regular meetings to discuss their performance progress. Feedback and rewards do not jointly significantly (p 0) predict work quality but are significant predictors of work quantity and work efficiency. Conclusion: The study concluded that managers should be trained to link praise, recognition, cash, and non-cash rewards to specific results and all levels of accomplishments should be rewarded while ensuring effective feedback delivery. Contribution: The study highlighted how managers’ effective and efficient feedback and reward appraisal and management can enhance the productivity of the organisation.

Although evidence-based practices for improving academic engagement for students with emotional and/or behavioral disorders (EBD) have been identified, many teachers do not implement these practices with optimal fidelity. Thus, effective strategies are needed to improve teacher fidelity. Performance feedback is an effective professional development strategy, but it is unclear whether ancillary strategies like goal setting might further improve fidelity. In this study, we evaluated the effects of email performance feedback with and without goal setting on teacher implementation of opportunities to respond and behavior-specific praise using a multiple probe design. Participants were four general and special educators at a U.S. alternative school for students with EBD. Results indicated that a combination of written performance feedback and goal setting was effective, and that performance feedback alone was also effective. We were unable to determine whether the goal-setting component strengthened the performance feedback. Teachers provided positive feedback about the utility and feasibility of performance feedback with goal setting. [ABSTRACT FROM AUTHOR]

AbstractHigh rates of teacher praise are associated with positive student outcomes (Royer et al., 2019). Research shows secondary teachers deliver more reprimands than praise (e.g. Floress et al. 2022). Performance feedback (PF) is a strategy used to change teacher behaviors. However, it is unknown if PF targeting praise and reprimands for secondary teachers is an evidence-based practice. Although reviews on PF exist, none focus exclusively on secondary teachers. This review was to synthesize 14 PF intervention studies targeting praise and reprimands for secondary teachers. We evaluated PF studies to determine if PF is an evidence-based practice. Results indicate PF targeting praise and reprimands cannot yet be determined as an evidence-based practice for secondary teachers. Limitations, implications, and future directions are discussed. [ABSTRACT FROM AUTHOR]

Parental and family involvement in schools has been a concern for educators and administrators. The authors set out to assess the path directions and significance of the interrelationships between Performance Feedback (PF), Academic Performance (AP) on Parent–Family Involvement (PFI), and Parent Satisfaction (PS) in schools. This study utilizes data from the PFI in Education Survey 2019 under the National Household Education Surveys program done by the US Department of Education. The sample for this research is 954 parents. Structural equation modeling was employed using AMOS. Results establish the three research propositions: influence of PFI on PS with the mediation of AP and PF, influence of AP on PS is moderated by PF, influence of AP on PFI is moderated by PF. The findings are important for school administrators and all stakeholders for ensuring greater PFI, improved PF and AP of students, and higher PS. This study is unique in assessing the interactional effects of the variables considered. The study also establishes mediating and moderating influences and offers new insights in understanding the influences on PFI and PS and some bidirectional effects. [ABSTRACT FROM AUTHOR]

Using behavioral principles to improve organizational behaviors is a cornerstone of organizational behavior management. In this study, a manual for managerial behavioral training (MBT) based on behavioral principles was developed and tested. A randomized controlled trial compared pre- and post-training employee questionnaire data from experimental-group managers (n = 25) versus waitlist control-group managers (n = 24). Multilevel modeling was used for data analysis. MBT was found to positively affect the functional leadership behaviors of goal setting (d =.20; p =.039), performance feedback (d =.20; p =.073), value-based performance feedback (d =.22; p =.015), and consequential listening (d =.22; p =.050). In addition, MBT was found to positively affect leadership performance in terms of leader effectiveness (d =.21; p =.038) and employee engagement (d =.27; p =.024). This study describes how managerial leadership training based on behavioral principles can be used to improve managerial leadership behaviors and performance. [ABSTRACT FROM AUTHOR]

The current study evaluated the effects of the temporal placement of positive and corrective feedback on the accuracy of implementing idiosyncratic functional analysis (FA) procedures with three adult learners. The three feedback conditions included 1) delivering all feedback immediately after performance, 2) all feedback immediately before the next performance, and 3) corrective feedback before performance/positive feedback after performance. The conditions were counterbalanced across three idiosyncratic FA procedures via an adapted alternating treatment design embedded in a multiple baseline design across participants. For one out of three participants, corrective feedback before/positive feedback after and all feedback before resulted in greater increases in accuracy than all feedback after. For the remaining two participants, all three feedback conditions resulted in accuracy increasing to the mastery criterion. All participants selected all feedback before as their preferred condition in a social validity assessment; practical implications and directions for future research are discussed. [ABSTRACT FROM AUTHOR]

Scholars' opinions diverge on the relationship between a firm's negative attainment discrepancy and its international expansion. To reconcile the dispute, we draw upon the behavioral theory of the firm and develop an empirical framework that integrates the perspectives of problemistic search, experiential learning, and vicarious learning. We contend that a firm's search behavior is jointly influenced by its performance feedback and accumulated (both direct and indirect) experience. Specifically, the international experience of the focal firm or its peers plays an important role in triggering the firm's internationalization process by shaping the direction of problemistic search: a firm is more likely to pursue international expansion as a solution for performance shortfalls if it (or its peers) possesses more general experience or successful experience in foreign markets. Analysis on longitudinal data (2011–2019) from publicly listed Chinese firms supports our hypotheses. This study makes theoretical contribution on firm internationalization literature and the behavioral theory of the firm, and provides a practical insight into firms' strategic decision-making process. [ABSTRACT FROM AUTHOR]

Positive leadership such as transformational leadership is pertinent to employee positive work outcomes, yet not many studies have looked at how it functions under specific work environment (i.e., organizational culture). The present study investigates the process and extent to which transformational leadership relates to employee job performance through performance feedback under hierarchical culture within the Asian setting. Using a cross-sectional design with multilevel modelling, 60 private organizations were approached where 44 teams totaling to 256 participants were included in this study. Results reveal that performance feedback mediated transformational leadership and job performance. In the context of transformational leadership under hierarchical culture, a low hierarchical culture and a high transformational leadership showed the highest level of performance feedback while a low level hierarchical culture and a low transformational leadership showed the lowest level of performance feedback. A high hierarchical culture and a low transformational leadership showed the highest job performance while a low hierarchical culture and a low transformational leadership showed the lowest job performance. Organizations in Eastern countries may depend on the positive effects of transformational leadership for higher performance feedback among employees which positively relate to employee job performance.

The study aims to evaluate the influence of performance appraisal fairness and performance feedback on extra-role customer service behavior directly and indirectly through organizational commitment and work engagement in the banking sector of Bangladesh. Moreover, the study evaluated the serial mediating effect of organizational commitment and work engagement in the aforesaid relationship. The study integrated the equity theory, job resource-demand theory, self-determination theory, and social exchange theory to establish theoretical connections. The research conveniently gathered 253 usable samples from the front-line bank officers employed in various private commercial banks in Bangladesh. The PLS-SEM path analysis showed that performance appraisal fairness and performance feedback significantly contribute to extra-role customer service behavior directly. Moreover, work engagement and organizational commitment partially as well as sequentially mediated the association. Based on the findings, the study presented both theoretical and practical implications of the results.

Within the context of professional football, we examined the impact of the interim game state on risk-taking and performance during a dynamic tournament. This study used 9,256 segments from the top five European football leagues as samples. These segments were derived from 1,826 games played during the 2017-2018 season. Poisson regression was employed to analyze the distinct effects of game state and heterogeneity on performance under pressure. The results indicated that stronger teams tended to increase their attack intensity when facing weaker opponents. However, as their lead expanded, they tended to reduce their attack intensity, particularly in matches with heterogeneous characteristics. Moreover, teams trailing in scores tended to intensify their attacks but achieved little. However, leading teams consistently underperformed in terms of blocked shots and corner kicks. Additionally, tied teams systematically exhibited lower performance in shots on target and free kicks compared to leading teams, despite having a higher motivation to excel. These findings extend our understanding of how risk-taking and performance depend on disclosing information regarding relative performance. [ABSTRACT FROM AUTHOR]

Introduction: Social anxiety disorder (SAD) is characterized by abnormal processing of performance-related social stimuli. Previous studies have shown altered emotional experiences and activations of different sub-regions of the striatum during processing of social stimuli in patients with SAD. However, whether and to what extent social comparisons affect behavioural and neural responses to feedback stimuli in patients with SAD is unknown. Materials and Methods: To address this issue, emotional ratings and functional magnetic resonance imaging (fMRI) responses were assessed while patients suffering from SAD and healthy controls (HC) were required to perform a choice task and received performance feedback (correct, incorrect, non-informative) that varied in relation to the performance of fictitious other participants (a few, half, or most of others had the same outcome). Results: Across all performance feedback conditions, fMRI analyses revealed reduced activations in bilateral putamen when feedback was assumed to be received by only a few compared to half of the other participants in patients with SAD. Nevertheless, analysis of rating data showed a similar modulation of valence and arousal ratings in patients with SAD and HC depending on social comparison-related feedback. Conclusions: This suggests altered neural processing of performance feedback depending on social comparisons in patients with SAD. [ABSTRACT FROM AUTHOR]

Background: Healthcare spending continues to be an area of improvement across all forms of medicine. Overtreatment or low-value care, including overutilization of laboratory testing, has an estimated annual cost of waste of $75.7-$101.2 billion annually. Providing performance feedback to hospitalists has been shown to be an effective way to encourage the practice of quality-improvement-focused medicine. There remains limited data regarding the implementation of performance feedback and direct results on hospital laboratory testing spending in the short term. Objective: The objective of this project was to identify whether performance-based feedback on laboratory utilization between both hospitalists and resident teams results in more conservative utilization of laboratory testing. Design, Setting, Participants: This quality improvement project was conducted at a tertiary academic medical center, including both direct-care and house-staff teams. Intervention or Exposure: A weekly performance feedback report was generated and distributed to providers detailing laboratory test utilization by all hospitalists in a ranked system, normalized by the census of patients, for 3 months. Main Outcomes and Measures: The outcome measure was cumulative laboratory utilization during the intervention period compared to baseline utilization during the corresponding 3 months in the year prior and the weekly trend in laboratory utilization over 52 weeks. The aggregate laboratory utilization rate during intervention and control time periods was defined as the total number of laboratory tests ordered divided by the total number of patient encounters. Additionally, the cost difference was averaged per quarter and reported. The week-by-week trend in laboratory utilization was evaluated using a statistical process control (SPC) chart. Results: We found that following intervention during January-March 2020, the cumulative complete blood count utilization rate decreased from 5.54 to 4.83 per patient encounter and the basic metabolic panels/CMP utilization rate decreased from 6.65 to 6.11 per patient encounter compared with January-March 2019. This equated to cost savings of ~$42,700 in total for the quarter. Nonrandom variation was seen on SPC charts in weekly laboratory utilization rates for common laboratory tests during the intervention period. Conclusions: We found that our intervention did result in a decrease in laboratory test utilization rates across directcare and house-staff teams. This study lays promising groundwork for one tool that can be used to eliminate a source of hospital waste and improve the quality and efficiency of patient care. [ABSTRACT FROM AUTHOR]

Tax incentives are an important measure in most industrial countries to support firms R&D. However, R&D tax credit leads firms to engage in strategic R&D classification that classifies indirect costs as eligible R&D inputs in order to reduce tax liability. Based on the behavioural theory of the firm, we investigate the impact of performance feedback on firm's strategic R&D classification. The results show that when performance falls below aspirations, the pressure to achieve aspirations forces firms to reduce strategic R&D classification; when performance is above aspirations, in order to reduce tax liabilities, firms are more willing to engage in strategic R&D classification due to the lack of performance pressure. Our study helps to understand horizontal differences in R&D investment in the context of tax incentives. [ABSTRACT FROM AUTHOR]

Regulatory compliance guidelines within human service settings are designed to ensure health and safety of those served via a set of minimum standards of care. Due to the complexity of overseeing compliance, many supervisors report the task to be burdensome. The purpose of this study was to evaluate how performance management strategies can be embedded into current organizational systems to increase regulatory compliance related to the timely submission of medication administration documentation. During the study, each participant was asked to complete a short checklist based on their medication administration caseload, and attend a bi-weekly check-in meeting at which feedback was provided by their supervisor. Results of the study showed that the use of the checklist and feedback system was effective in increasing compliance among all participants. The results extend current literature related to the effectiveness of using in-house supervisors to implement performance management strategies. [ABSTRACT FROM AUTHOR]