Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/288905 
Year of Publication: 
2020
Citation: 
[Journal:] Journal of Business Economics [ISSN:] 1861-8928 [Volume:] 91 [Issue:] 1 [Publisher:] Springer [Place:] Berlin, Heidelberg [Year:] 2020 [Pages:] 61-90
Publisher: 
Springer, Berlin, Heidelberg
Abstract: 
This study investigates the varying effect of performance feedback on performance, depending on the task context. Specifically, we analyze the state of completion (of a product or process) as an essential dimension of the task context. Using a laboratory experiment, we predict and find that performance is lower under completion than under non-completion. Further, we predict and find that the effect of performance feedback on performance differs depending on the state of completion. Specifically, performance feedback increases performance under completion. However, on average, performance feedback is ineffective for non-completion. Our results extend research on the interplay between feedback and contextual factors within firms by providing initial evidence of the impact of the state of completion. In addition, our study has important implications for performance feedback design choices.
Subjects: 
Completion
Feedback
IKEA effect
Performance information
Task context
JEL: 
C91
M11
M41
M54
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article
Document Version: 
Published Version

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