Demand-Driven Feedback Systems and Employee Creativity

Bart Dierynck, Cardin Masselink*

*Corresponding author for this work

Research output: Working paperOther research output

Abstract

This paper examines whether and how demand-driven feedback systems, which put employees in charge of the feedback process, affect employee creativity. In an interactive laboratory experiment, we manipulate whether employees have the option to ask for individual performance feedback from a supervisor while developing creative solutions. We find that a demand-driven feedback system enhances employee creativity, relative to a traditional feedback system where employees cannot ask for feedback. Results reveal that effects are not driven by feedback frequency alone. We also demonstrate that having the choice to seek feedback in a demand-driven feedback system induces a sorting effect based on personality characteristics and feedback motives. We contribute to the literature by showing that formal feedback mechanisms themselves can impact employee creativity, and that more consideration should be given to a firm’s comprehensive feedback environment.
Original languageEnglish
Place of PublicationTilburg
PublisherSSRN
Number of pages44
Publication statusIn preparation - 6 Jan 2021

Keywords

  • demand-driven feedback system
  • performance feedback
  • creativity
  • feedback frequency

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