TY - JOUR
T1 - Private firms’ portfolio expansion responses to (in)consistent performance feedback
AU - Kotiloglu, Serhan
AU - Blettner, Daniela
AU - Lechler, Thomas
N1 - Publisher Copyright:
© 2024, Emerald Publishing Limited.
PY - 2024/11/20
Y1 - 2024/11/20
N2 - Purpose: Performance feedback can be constructed using firms’ own (historical) performance, or the performance of peers (social). Those two types of performance feedback can be consistent (both positive, both negative) or inconsistent (one positive, the other negative). The research on the impact of consistent versus inconsistent feedback has been inconclusive, suggesting that inconsistent feedback might lead to more intense or less intense responses, or no response. In this paper, we theorize and test how firms respond to (in)consistent performance feedback. Design/methodology/approach: We test our hypotheses on a longitudinal sample of 2,819 private, high-growth firms in the US with 6,688 observations between the years 2007 and 2016. Our dataset comprises 25 different industries. We use topic modeling on textual data from firms’ web pages to capture portfolio expansion. Findings: We find that consistent negative performance feedback strengthens portfolio expansion, but consistent positive feedback does not influence portfolio expansion. We also find that inconsistent performance feedback weakens portfolio expansion, but only with negative historical feedback and positive social feedback. Originality/value: We contribute to the Behavioral Theory of the Firm by improving our understanding of mechanisms of feedback configurations. Specifically, we elaborate on the role of (in)consistent social feedback when firms respond to historical performance feedback. We also contribute to the theory by better understanding private firms’ responses to performance feedback.
AB - Purpose: Performance feedback can be constructed using firms’ own (historical) performance, or the performance of peers (social). Those two types of performance feedback can be consistent (both positive, both negative) or inconsistent (one positive, the other negative). The research on the impact of consistent versus inconsistent feedback has been inconclusive, suggesting that inconsistent feedback might lead to more intense or less intense responses, or no response. In this paper, we theorize and test how firms respond to (in)consistent performance feedback. Design/methodology/approach: We test our hypotheses on a longitudinal sample of 2,819 private, high-growth firms in the US with 6,688 observations between the years 2007 and 2016. Our dataset comprises 25 different industries. We use topic modeling on textual data from firms’ web pages to capture portfolio expansion. Findings: We find that consistent negative performance feedback strengthens portfolio expansion, but consistent positive feedback does not influence portfolio expansion. We also find that inconsistent performance feedback weakens portfolio expansion, but only with negative historical feedback and positive social feedback. Originality/value: We contribute to the Behavioral Theory of the Firm by improving our understanding of mechanisms of feedback configurations. Specifically, we elaborate on the role of (in)consistent social feedback when firms respond to historical performance feedback. We also contribute to the theory by better understanding private firms’ responses to performance feedback.
KW - Behavioral theory of the firm
KW - Historical performance feedback
KW - Portfolio expansion
KW - Social performance feedback
KW - Strategic change
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U2 - 10.1108/JSMA-09-2023-0256
DO - 10.1108/JSMA-09-2023-0256
M3 - Article
AN - SCOPUS:85196649492
SN - 1755-425X
VL - 17
SP - 500
EP - 520
JO - Journal of Strategy and Management
JF - Journal of Strategy and Management
IS - 4
ER -