When feedback is ignored: Disutility of outcome feedback.

Jacob Jacoby; David Mazursky; Tracy Troutman; Alfred Kuß

doi:10.1037/0021-9010.69.3.531

Abstract

Institute for Marketing and Consumer Research,The Free University, West Berlin, West GermanyFollowing Hammond, McClelland, and Mumpower (1980), two types of feedbackare conceptualized—outcome feedback and cognitive feedback The latter is herehypothesized as having either predictive or explanatory value Using security analystsparticipating in a security analysis decision simulation, the hypothesis that, incontrast to poorer performing decision makers, better performing decision makersare more likely to ignore outcome-only feedback was confirmed (r = —.48, p =02). Implications for theory revision and future research are discussed

Keywords

PsychologyOutcome (game theory)Feedback regulationSocial psychologyControl theory (sociology)Cognitive psychologyMathematical economicsEconomicsComputer scienceControl (management)Artificial intelligenceMathematics education

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Publication Info

Year: 1984
Type: article
Volume: 69
Issue: 3
Pages: 531-545
Citations: 91
Access: Closed

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APA Style

                            
                                
                                    Jacob Jacoby, 
                                
                                    David Mazursky, 
                                
                                    Tracy Troutman
                                
                                et al.
                            
                            (1984). 
                            When feedback is ignored: Disutility of outcome feedback.. 
                            Journal of Applied Psychology
                            , 69
                            (3)
                            , 531-545.
                            https://doi.org/10.1037/0021-9010.69.3.531
                        

Identifiers

DOI: 10.1037/0021-9010.69.3.531