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Feedback Seeking following Career Transitions

Ronda Roberts Callister, Michael W. Kramer and Daniel B. Turban
The Academy of Management Journal
Vol. 42, No. 4 (Aug., 1999), pp. 429-438
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/257013
Page Count: 10
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Feedback Seeking following Career Transitions
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Abstract

We examined how inquiring and monitoring for feedback from peers and supervisors changed over time for transferees. Hypotheses were grounded in uncertainty reduction and impression management theory. Results from a longitudinal study in which data were collected three times over a year indicated that monitoring for feedback from peers and supervisors remained constant over time, as did inquiry from supervisors, but that inquiry from peers declined. In addition, role clarity negatively influenced subsequent peer inquiry. Results suggest the need to examine how both uncertainty reduction and impression management concerns influence feedback seeking.

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