The feedback environment: An exploratory study of cue use
研究人们如何选择使用组织中的反馈线索，发现无论经验多少，公司和管理者的线索最重要，而同伴和自我观察则次要；随着经验增加，管理者更重视负面反馈。
Abstract This paper examines individuals' theories about cue use in organizations — theories about which of the many cues available in an organization's feedback environment they should use to guide their behavior. It also investigates how these theories vary with increasing organizational experience. The research assesses individual's implicit theories regarding cue use using both open‐ and closed‐ended data collection methods. Results suggest that, regardless of experience, individuals place the most importance on cues from the company and their supervisors. Peer feedback and self‐observations were seen as much less important. These results are interesting in light of previous studies showing that the self was the most available, and the organization the least available, source of feedback. With experience, managers appear to learn to emphasize negative over positive feedback, especially from superiors, and to emphasize their peers' actions over their words when a negative message is being conveyed.