Feedback-seeking behavior within multinational corporations
研究了跨国公司子公司总裁的绩效导向反馈寻求行为，发现这种行为存在且受任务和组织环境影响，对理解子公司自我调节行为有贡献。
Notwithstanding their concern with intra-MNC control mechanisms, scholars have overlooked the complementary phenomenon of self-regulatory behavior by subsidiaries. In this paper, we take the first steps towards addressing this gap by advancing and testing hypotheses dealing with the determinants of a major element of self-regulatory behavior at the subsidiary level, i.e., the performance-oriented feedback-seeking behavior of subsidiary presidents. Utilizing data from 374 subsidiaries of 75 MNCs, we test hypotheses regarding the impact of subsidiary task and organizational context on the feedback-seeking behavior of subsidiary presidents. The results of this study can be summarized as follows: (i) subsidiary presidents do engage in proactive performance-oriented feedback-seeking behavior; (ii) they vary in the extent to which they engage in such behavior; and (iii) these variations in feedback-seeking behavior are at least partially systematic. Copyright © 1999 John Wiley & Sons, Ltd.