Synapse
⌘+K
Synapse
PulseExploreClubsResearchersJournals
Instagram
HomeClubsExplore
June 15, 2026Journal of Management Accounting Research

The Effects of Alternative Types of Feedback on Product-Related Decision Performance: A Research Note.

View Full Paper
Ask AI
Bookmark
Share

Authors

MBMichael L. BriersWCW. Chow CheeRNRichard Hwang Nen-Chen

Discussion

Loading...

Member takes

Implication

Randomized trial examines how different feedback types impact decision-making performance, suggesting enhanced outcomes with varied information types.

Key Points

  • The research aims to test how different types of feedback affect decision performance when using imperfect product cost data.
  • Conducted a product-pricing experiment with subjects receiving biased product cost data.
  • Subjects were exposed to various combinations of feedback types: outcome, benchmark, and process-properties.
  • Measured decision performance based on the type of feedback received.
  • Subjects with conventional financial performance reports improved decision performance.
  • Subjects receiving additional feedback exhibited superior performance.
  • No significant differences were found between benchmark feedback and process-properties feedback.

Cite This Study

Briers et al. (1999) studied this question.

synapsesocial.com/papers/6a2f980ca1cfeec4908290c5https://doi.org/10.2308/jmar-3207714
View Full Paper
Ask AI
Bookmark
Share

Also Consider

Synapse has enriched 5 closely related papers on similar clinical questions. Consider them for comparative context:

  1. 1The relative effectiveness of different types of feedback in performance evaluation.1992
  2. 2Does feedback type matter? The superiority of process feedback over performance feedback in interdependent teamwork2024 · 11 citations
  3. 3The Joint Effects of DSS Feedback and Users' Expectations on Decision Processes and Performance.1995
  4. 4Behavioral effects of feedback in management accounting research: a literature review of the current state2026
  5. 5Instructional Cases: The Proper Use of Feedback Information.1992