2020
DOI: 10.1002/mde.3144
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The influence of performance feedback frequency and affective commitment on the sunk cost effect

Abstract: The purpose of this study is to explore how combined effect of feedback frequency of investment performance and manager's affective commitment on reduction of the sunk cost effect. To this end, we designed an experimental questionnaire to collect data from production managers of electronics manufacturing companies listed on Taiwanese stock markets and used a hierarchical regression model to examine the relationships among variables. The results from 336 samples showed that just considering performance feedback… Show more

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Cited by 4 publications
(4 citation statements)
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“…Affective commitment (AC) is a reflection of the degree to which an employee is devoted to a cause or company (Bouraoui, Bensemmane, Ohana, & Russo, 2019). From the perspective of social exchange theory, affective commitment is employees' psycho-emotional response to some organizational factors (Chen, Chen, Chung, Cheng, & Wu, 2020). However, Bouraoui et al (2019) underpinned an employee's affective commitment to their perception of moral obligation to reciprocate organizational justice and norms.…”
Section: Affective Commitmentmentioning
confidence: 99%
See 1 more Smart Citation
“…Affective commitment (AC) is a reflection of the degree to which an employee is devoted to a cause or company (Bouraoui, Bensemmane, Ohana, & Russo, 2019). From the perspective of social exchange theory, affective commitment is employees' psycho-emotional response to some organizational factors (Chen, Chen, Chung, Cheng, & Wu, 2020). However, Bouraoui et al (2019) underpinned an employee's affective commitment to their perception of moral obligation to reciprocate organizational justice and norms.…”
Section: Affective Commitmentmentioning
confidence: 99%
“…Research interest in affective commitment is partly spurred by the assumption that employee's turnover intention (a close proxy off actual turnover) will be low with strong affective commitment. More importantly is the fact that greater affective commitment elicits greater investment in the organization from employees (Chen et al, 2020) in terms of creativity (Asif, Qing, Hwang, & Shi, 2019), energy and time (Chen et al, 2020). This is where nurse managers hope to maximize nurses' productivity and effectiveness for optimal nursing service care outcomes.…”
Section: Affective Commitmentmentioning
confidence: 99%
“…The sunk cost effect manifests itself as an individual's tendency to continue in a course of action in which resources have already been invested, be it money, effort or time, instead of opting for a new path that could bring him better returns (Arkes & Blumer, 1985). This tendency can be caused by cognitive dissonance, which occurs with the conflict of attitudes, beliefs, and behavior (Chung e Cheng, 2018), and is not easy to be mitigated, either by experience (Leal, 2014) or by the frequency of feedback on the subject's performance (Chen et. al.…”
Section: Introductionmentioning
confidence: 99%
“…While several studies have analyzed the role of sunk costs in the presence of high stakes and experienced decision makers, fewer have analyzed the mechanisms that either promote or discourage individuals from making decisions considering sunk costs (Chen et al, 2020; Hong et al, 2019; Roth et al, 2015; Strough et al, 2008). One potential moderator of the sunk-cost fallacy is decision makers having a passive role in the initial decision to incur the now sunk costs (Bazerman et al, 1982; Davis & Bobko, 1986; Jin & Scherbina, 2011; Schoorman, 1988; Staw et al, 1997; Whyte, 1991).…”
mentioning
confidence: 99%