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Book Review

Using Feedback in Organizational Consulting by Jane Brodie Gregory and Paul E. Levy

REFERENCES

  • Anseel, F., Beatty, A. S., Shen, W., Lievens, F., & Sackett, P. R. (2015). How are we doing after 30 years? A meta-analytic review of the antecedents and outcomes of feedback-seeking behavior. Journal of Management, 41(1), 318–348. doi:10.1177/0149206313484521
  • Ashford, S. J., Blatt, R., & Walle, D. V. (2003). Reflections on the looking glass: A review of research on feedback-seeking behavior in organizations. Journal of Management, 29(6), 773–799. doi:10.1016/S0149-2063(03)00079-5
  • Ilgen, D. R., Fisher, C. D., & Taylor, M. S. (1979). Consequences of individual feedback on behavior in organizations. Journal of Applied Psychology, 64(4), 349–371. doi:10.1037/0021-9010.64.4.349
  • London, M., & Smither, J. W. (2002). Feedback orientation, feedback culture, and the longitudinal performance management process. Human Resource Management Review, 12(1), 81–100. doi:10.1016/S1053-4822(01)00043-2
  • Lowman, R. L. (Ed.). (2002). The California School of Organizational Studies handbook of organizational consulting psychology: A comprehensive guide to theory, skills, and techniques. San Francisco, CA: Jossesy-Bass.
  • Newman, J. L., Robinson-Kurpius, S. E., & Fuqua, D. R. (2002). Issues in the ethical practice of consulting psychology. In R. L. Lowman (Ed.), The California School of Organizational Studies handbook of organizational consulting psychology: A comprehensive guide to theory, skills, and techniques (pp. 733–758). San Francisco, CA: Jossey-Bass.
  • Thomas, J. C. (2010). Specialty competencies in organizational and business consulting psychology. New York, NY: Oxford University Press.

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