Self-Enhancement and Learning from Performance Feedback
提出了一个模型，说明决策者何时会通过将绩效评估为满意来增强自我形象，从而限制绩效反馈理论中低绩效引发搜索、变革和风险承担的关键预测，并解释为何有时决策者未能从错误中学习。
The theory of performance feedback views decision makers as problem solvers seeking to improve performance. By specifying how and when decision makers may instead seek to enhance their self-image by assessing performance as satisfactory, the model presented in this article specifies boundaries on performance feedback theory's critical prediction that low performance induces increased search, change, and risk taking, and it suggests one reason why decision makers sometimes fail to learn from their mistakes.