• The Journal of Information Systems
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• v.23 no.2
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• pp.91-107
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• 2014

In computer-mediated idea generation where contributions can be anonymous, the ability to accurately monitor performances is limited, inducing social loafing. Prior research has suggested that social loafing is likely an important factor in reducing task performance. Researchers have theorized that loafing could be minimized if clear performance feedback is provided. Our prior study evidences a substantial performance gain by the provision of real time performance information about who is contributing and who is not. However, our prior study incorporated the quantity feedback only to create a larger pool of ideas based on the long-standing assumption (i.e., quantity breeds quality), not considering the quality feedback. As a result, taking advantage of anonymity in the form of pseudonymity, individuals in almost all groups exhibited a tendency of self-presentation by capitalizing on ideas of which quality was low and even frivolous (i.e., junk comments) toward the later stages of the session. Thus, we have learned that the quantity performance feedback alone does not have enough restrictiveness to consistently control the performance behavior throughout the session. Since a process chart allows participants to monitor process variation by comparing new performance data to past performance data, we incorporated real-time visual process performance feedback to reveal performance histories by connecting the sequence of idea quality scores in a time-series format. Using this environment, a laboratory experiment was conducted with five-member groups that examined the influence of both identifiability (i.e., anonymity versus pseudonymity) and process performance feedback (i.e., yes or no) in a $2{\times}2$ factorial design. The result showed that groups in the process performance feedback treatment outperformed groups in the no feedback treatment. Additionally, process performance feedback and identifiability interacted such that groups in the process performance feedback/pseudonymity treatment had the highest performance. The implications of these findings for future research, as well as the implications for the design of group idea generation procedures are discussed.

• Journal of Korea Trade
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• v.25 no.6
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• pp.57-77
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• 2021

Purpose - International strategic alliance has been regarded as a strategic decision made by firms' managerial problems and ensure performance growth. From the perspective of the proactive behavior for changing strategies in a global market, this study aims to identify whether performance feedback influences firms' decisions to pursue strategic alliances. This study examines the effects of performance feedback on performance when firms use strategic alliances. Design/methodology - To analyze the impact of performance feedback on forming an international strategic alliance, this study adopt the concept of performance feedback to develop a research model and our hypotheses. Thus, this study used a two-stage least squares unbalanced panel data analysis with random effects. This study is based on 24,543 observations from Korean manufacturing firms from 2007 to 2016. Findings - The results show that firms pursue the formation of strategic alliances more actively, if their past financial and R&D performance are lower than their aspiration level, based on the result of performance feedback. An in split sample analysis for examining the effect of a firm's technology sophistication based on the OECD's classification, negative innovation performance discrepancy has positive effects on the probability of international alliance in high-tech and medium-high-tech industries. Financial performance also improves when a firm decides to form a strategic alliance based on the results of performance feedback. Originality/value - This research extends recent efforts to better understand the effect of performance feedback on firms' performance when they use strategic alliances. These findings suggest that the CEOs and managers of firms should consider the performance feedback perspective when deciding to pursue a strategic alliance to improve performance. In other words, the decision-makers in a firm must analyze and consider various complex variables inside and outside the firm and expand such subjects of examination to more complex and dynamic factors.

• The Journal of Information Systems
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• v.26 no.4
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• pp.1-15
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• 2017

Purpose Through the provision of real time performance information about who is contributing and who is not in Electronic Brainstorming, prior studies evidenced a significant performance gain. However, it has been observed that the quantity-based performance feedback alone does not have enough restrictiveness to guide the performance behavior throughout the idea generation session. We included the notion of goal setting into the process performance feedback mechanism in an effort to regulate performance behavior and to better understand why individuals in Electronic Brainstorming are not obtaining enough stimulation benefits in the group interaction process. Design/methodology/approach We had developed real-time visual process performance feedback and modified to include goal setting. This mechanism visually displays individuals' performances two-dimensionally (quality for each idea vertically and quantity of ideas horizontally along with their goals). As individuals' contributions accumulate, the mechanism reveals performance histories by connecting the sequence of ideas in a time-series format, telling stories of individuals' performances. Then, we compared the performance outcome from this study with the outcomes from two prior studies (i.e., Jung et al., 2010 and Jung, 2014). Findings The results showed that the inclusion of goal setting into the process performance feedback solved the issue in the previous study. That was the lower than expected magnitude of performance enhancement of process performance feedback when compared to that of quantity-based feedback. It appears that goals as a motivational technique provide standards for systematic self-evaluation, serving as a cue to regulate performance behavior by strengthening the linkage between effort and performance. Thus, goals seem to set up a self-fulfilling prophecy, preconditioning better performance. However, the outcome still showed that its performance magnitude is unsatisfactory because the outcome of this study turned out to be close to the outcome of just quantity-based performance feedback in Jung et al.'s (2010) study.

• Asia pacific journal of information systems
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• v.33 no.4
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• pp.1118-1134
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• 2023

Previous research has shown that employees tend to react more positively to corrective feedback from supervisors to the extent they perceive that they were treated with empathy, respect, and concern towards fair interpersonal treatment in receiving the feedback information. Then, to facilitate effective supervisory feedback and coaching, it would be useful for organizations to monitor the contents of feedback exchanges between supervisors and employees to make sure that supervisors are providing performance feedback using languages that are more likely to be perceived as interpersonally fair. Computer-aided text analysis holds potential as a useful tool that organizations can use to efficiently monitor the quality of the feedback messages that supervisors provide to their employees. In the current study, we applied computer-aided text analysis (using closed-vocabulary text analysis) and machine learning to examine the validity of language-based algorithms trained on supervisor language in performance feedback situations for predicting human ratings of feedback interpersonal fairness. Results showed that language-based algorithms predicted feedback interpersonal fairness with reasonable level of accuracy. Our findings provide supportive evidence for the promise of using employee language data for managing (and improving) performance management in organizations.

• Journal of Korean Academy of Fundamentals of Nursing
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• v.25 no.2
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• pp.146-154
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• 2018

Purpose: In this study, effects of positive, negative, and mixed verbal feedback were examined for accuracy of self-assessment, emotional responses, self-efficacy, and perceived quality of feedback in skill performance assessment. Methods: Participants were a convenience sample of 104 second-year nursing students who had completed their fundamentals of nursing class. Participants were assigned randomly to a positive, a negative or a mixed feedback group. All participants completed the performance measure and then received the assigned the type of feedback from an evaluator. After delivery of feedback, they assessed their own performance using the same sheet as the evaluator and completed the survey for emotional response, self-efficacy for learning, and quality of feedback. Results: There were no significant differences in accuracy of self-assessment and perceived quality of feedback among the three groups ($x^2=4.74$, p=.094; $x^2=3.30$, p=.192, respectively). The negative feedback group had significantly lower self-efficacy and positive emotions and more negative emotions than the other two groups (F=9.43, p=.009; $x^2=16.29$, p<.001; $x^2=5.69$, p=.005, respectively). Conclusion: Negative feedback can affect emotions and motivations for learning in nursing students and may interfere with the effectiveness of feedback, so instructors should pay more attention when providing negative feedback. Mixed feedback with an effect similar to positive feedback could be an alternative.

• Physical Therapy Rehabilitation Science
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• v.11 no.1
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• pp.58-65
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• 2022

Objective: The purpose of this study was to investigate the effect of visual feedback bicycle training on running performance, maximal oxygen uptake and quadriceps muscle strength. Design: A randomized controlled trial. Methods: Fifteen healthy adult men with no musculoskeletal or nervous system disease and capable of bicycle training were included. After the pretest, subjects were randomly assigned to visual feedback bicycle training group and general fixed bicycle training group. Both groups were trained two times a week for three weeks, each week for a fixed time and number of repetitions, followed by a six week washout period and then crossing the training method. visual feedback bicycle training provides visual feedback of heart rate in real time using a monitor and a heart rate meter during bicycle training, and general fixed bicycle training performed general bicycle training without visual feedback. After training, each item was measured using a wearable technology, gas analyzer, isokinetic equipment. Results: The results of this study was significant differences in running performance, maximal oxygen uptake and quadriceps muscle strength in visual feedback bicycle training group (p<0.05). The differential effect was found between visual feedback bicycle training group and general fixed bicycle training group in running performance, maximal oxygen uptake, and quadriceps muscle strength (p<0.05). Conclusions: This study suggested that that visual feedback bicycle training can be applied as a useful training method to improve running performance, maximal oxygen uptake and quadriceps muscle strength.

• Educational Technology International
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• v.24 no.2
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• pp.237-262
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• 2023

This study focuses on the instructor's role in student-centered learning and aims to test the effects and moderating role of instructor feedback on perceived loafing in team project-based learning. A conditional effect model including team efficacy, perceived loafing, instructor feedback, and team performance was proposed. Data were collected from students who registered for team project-based learning courses at a university in South Korea. A total of 420 cases were subjected to moderated mediation analysis. The results demonstrated that instructor feedback was negatively related to perceived loafing and moderated the relationship between team efficacy and perceived loafing. Furthermore, instructor feedback moderated the relationship between perceived loafing and team performance. In particular, even when perceived loafing was high, students who received frequent instructor feedback were found to significantly reduce the damage to team performance. Based on these findings, the importance of instructors' facilitation in team project-based learning is discussed.

• Journal of the Korean Operations Research and Management Science Society
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• v.36 no.1
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• pp.57-68
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• 2011

This paper examines how multiple performance feedbacks influence firm's technological search, using two types of indicators : accounting-based performance and market-based performance. Also we investigate how CEO's attention shift depends on firm specific factors such as firm size and outsider ownership. For empirical analysis, we utilized financial data on 675 manufacturing firms in Korea during the period between 1998 and 2009. The results show that technological search based on accounting-based performance feedback is moderated by focal firm's size. However, as outsider ownership increases, technological search increases in response to market-based performance feedback.

• The Journal of the Korea Contents Association
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• v.14 no.12
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• pp.655-664
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• 2014

Recently, many organizations are utilizing the team system. However, researches on a technique for efficient and effective feedback to improve a team performance is few. This study compared the relative effects of individual and group feedback on the quantity and quality of work performance. The task was to type English documents on a PC computer and both the number of words typed (quantity) and the percentage of correctly typed words (quality) were measured. Mixed design was adopted and 48 participants were randomly assigned to either individual or group feedback condition. Each group consisted of three participants and completed four sessions together. Under the individual feedback condition, each participant was provided with information on his/her own work performance, while under the group feedback condition, three participants were provided with information on their total work performance. Results showed that both feedback were effective to increase the quantity of performance. However, the effect size of treatment was more high under the group feedback than individual feedback. In addition, the accuracy of typed words was significantly improved only under the group feedback condition. Therefore, the group feedback was more effective and efficient than individual feedback to increase team performance. However, more studies are needed to generalize these results, especially, it is necessary to consider the cultural differences and type of task in the future studies.

• 제어로봇시스템학회:학술대회논문집
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• 1988.10a
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• pp.206-209
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• 1988

For feedback control of a linear dynamic system the optimum linear slace regulator (OLSR) can be implemented only if all state are available for feedback. This work demonstrates that when only the output state is available for feedback, a nonlinear controllers can be improved performance over that obtained by a proportional controller. This paper found the optimal control law by well-known dynamic programming and principles of optimality. Thus, performance of both proportional and nonlinear controllers is compared with performance of optimum linear state regulator.