When Feedback is Ignored: Disutility of Outcome Feedback

Institute for Marketing and Consumer Research,The Free University, West Berlin, West GermanyFollowing Hammond, McClelland, and Mumpower (1980), two types of feedbackare conceptualized—outcome feedback and cognitive feedback The latter is herehypothesized as having either predictive or explanatory value Using security analystsparticipating in a security analysis decision simulation, the hypothesis that, incontrast to poorer performing decision makers, better performing decision makersare more likely to ignore outcome-only feedback was confirmed (r = —.48, p =02). Implications for theory revision and future research are discussed

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