2023 Foundations

A Cautionary Tale: Lessons from the Strategic Use of Financial Reporting

Gerardus J. M. Lucas, Te Klangboonkrong

Ethical economy

Open access

Open public record

Generic document type; no canonical identity or publication type is inferred.

Cited by in snapshot: 1
References in snapshot: 8
Global cited by: 1

Within this provisional snapshot

Direct citation relationships

Arrows follow the source-record relationship: a reference is an outgoing edge; “cited by” is an incoming edge. This does not adjudicate canonical work identity.

Cited by 1

Firm performance feedback and organizational impression management: The moderating role of CEO overconfidence Hazel Husne Dadanlar et al. · 2024

References 8

Reluctant to change: Self-enhancing responses to diverging performance measures Pino G. Audia, Sébastien Brion · 2006
Self-Enhancement and Learning from Performance Feedback Alexander Jordan, Pino G. Audia · 2012
Contradictory yet Coherent? Inconsistency in Performance Feedback and R&D Investment Change Gerardus J. M. Lucas, Joris Knoben, Marius T.H. Meeus · 2015
Performance, Aspirations, and Risky Organizational Change Henrich R. Greve · 1998
Self-Assessment, Self-Enhancement, and the Choice of Comparison Organizations for Evaluating Organizational Performance Pino G. Audia, Sébastien Brion, Henrich R. Greve · 2015
Organizational Learning from Performance Feedback: A Behavioral Perspective on Multiple Goals Pino G. Audia, Henrich R. Greve · 2021
Organizational Learning from Performance Feedback Henrich R. Greve · 2003
Performance Feedback Theory Gerardus J M Lucas · 2021

Bounded connected-literature evidence

Why these records are nearby

These are aggregate discovery relationships, not direct citations, identity decisions, recommendations, or a complete neighborhood. Ranks and metrics come unchanged from the engine’s public projection.

Bibliographic coupling

Records that cite some of the same reference targets.

(In)Consistent Performance Feedback and the Locus of Search Thomas Keil et al. · 2023

7 shared references · rank 1 of 217

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7
This record reference degree
23
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69
Cosine
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1 of 217
How Mixed Performance Feedback Shapes Exploration: The Moderating Role of Self-Enhancement Franziska Lauenstein, Daniel Newark, Oliver Baumann · 2024

7 shared references · rank 2 of 217

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This record reference degree
23
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93
Cosine
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Jaccard
0.064
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Structuring the situation: Organizational goals trigger and direct decision-making Henrich R. Greve · 2023

7 shared references · rank 3 of 217

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7
This record reference degree
23
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101
Cosine
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3 of 217
Multiple corporate and functional performance feedback and problemistic search Evangelos Syrigos, Κωνσταντίνος Κωστόπουλος, Constantinos Mammassis · 2023

6 shared references · rank 4 of 217

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6
This record reference degree
23
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64
Cosine
0.156
Jaccard
0.074
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4 of 217
Private firms’ portfolio expansion responses to (in)consistent performance feedback Serhan Kotiloglu, Daniela Blettner, Thomas Lechler · 2024

6 shared references · rank 5 of 217

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This record reference degree
23
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71
Cosine
0.148
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0.068
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Problem-Solving or Self-Enhancing? Influences of Diversification and Bright Spot on Corporate Resource Allocation Responses to Performance Shortfalls Elizabeth Lim, Pino G. Audia · 2020

6 shared references · rank 6 of 217

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23
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How do managerial perceptions of performance feedback affect innovation? Nilesh Saraf, Srabana Dasgupta, Daniela Blettner · 2021

6 shared references · rank 7 of 217

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23
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80
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How do Managerial Perceptions of Performance Feedback affect Innovation? Daniela Blettner · 2021

6 shared references · rank 8 of 217

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23
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How does inconsistent negative performance feedback affect the R&D investments of firms? A study of publicly listed firms David Diwei Lv et al. · 2019

6 shared references · rank 9 of 217

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23
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Unfinished business: integrating individual decision-makers' experience and incentives to organizational performance feedback theory Daniela Blettner, Serhan Kotiloglu, Thomas Lechler · 2023

6 shared references · rank 10 of 217

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This record reference degree
23
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119
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Organizational Learning from Performance Feedback: A Behavioral Perspective on Multiple Goals Pino G. Audia, Henrich R. Greve · 2021

6 shared references · rank 11 of 217

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This record reference degree
23
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163
Cosine
0.098
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0.033
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Self‐Assessment versus Self‐Improvement Motives: How Does Social Reference Group Selection Influence Organizational Responses to Performance Feedback? Daniela Blettner, Serhan Kotiloglu, Thomas Lechler · 2023

6 shared references · rank 12 of 217

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23
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199
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Renewing Research on Problemistic Search—A Review and Research Agenda Hart E. Posen et al. · 2017

6 shared references · rank 13 of 217

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A Behavioral Theory of Market Retrenchment: Role of Changes in Market Shares and Market Attractiveness Hiroyuki Sasaki · 2025

5 shared references · rank 14 of 217

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23
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46
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From One Empirical Study to 150 Henrich R. Greve · 2021

5 shared references · rank 15 of 217

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Searching near and far? Search distance and performance below historical and social aspirations Catarina Antunes Mantas, Joris van der Voet, Amandine Lerusse · 2026

5 shared references · rank 16 of 217

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The silence of the slacked: The negative side effect of slack on problemistic search Sergii Nevmerzhytskyi, W. Glenn Rowe · 2025

5 shared references · rank 17 of 217

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Firm performance feedback and organizational impression management: The moderating role of CEO overconfidence Hazel Husne Dadanlar et al. · 2024

5 shared references · rank 18 of 217

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Learning from Inconsistent Performance Feedback Cassandra R. Chambers, Marlon Fernandes Rodrigues Alves, Pedro Aceves · 2024

5 shared references · rank 19 of 217

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Prior Experience of Managers and Maladaptive Responses to Performance Feedback: Evidence from Mutual Funds Vibha Gaba et al. · 2022

5 shared references · rank 20 of 217

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Co-citation

Records cited together by the same public-snapshot records.

No exported neighbor met this bounded co-citation selection.

Rows require at least 2 shared references or shared citing records, as applicable, and are capped at 20 neighbors per record and relation type. See definitions, ranking, and limits.