Performance feedback theory has been recognized as a generative theory in organization and management studies that explains why, when, and how organizations initiate or discontinue specific strategic actions. Over the past decades, an extensive body of empirical research has tested the theory, refined its key tenets, and broadened its applications. Yet, empirical results on the effects of performance feedback often vary and even produce conflicting insights that are difficult to interpret. Following recent developments, we suggest that empirical controversies can be largely reconciled once we consider different performance feedback conditions, organizational actions, and boundary conditions. We conducted a meta-analytic review of 113 empirical studies to statistically evaluate how and why the effects of performance feedback may vary according to various factors. By identifying factors shaping organizational responses to performance feedback, this study helps integrate existing empirical evidence and offers new directions for future theoretical development and empirical research.

During a trip planning, tourists gather information from different sources, select and rank the places to visit according to their personal interests, and try to devise daily tours among them. This paper addresses the complex selection and touring problem and proposes a "filter-first, tour-second" framework for generating personalized tour recommendations for tourists based on information from social media and other online data sources. Collaborative filtering is applied to identify a subset of optional points of interest that maximize the potential satisfaction, while there are some preselected mandatory points that the tourists must visit. Next, the underlying orienteering problem is solved via an Iterated Tabu Search algorithm. The goal is to generate tours that contain all mandatory points and maximize the total score collected from the optional points visited daily, taking into account different day availabilities and opening hours, limitations on the tour lengths, budgets and other restrictions. Computational experiments on benchmark datasets indicate that the proposed touring algorithm is very competitive. Furthermore, the proposed framework has been evaluated on data collected from Foursquare. The results show the practical utility and the temporal efficacy of the recommended tours.

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PurposeCorporate social responsibility (CSR) captures organizational actions that account for economic, social and environmental performance. CSR is becoming increasingly relevant for organizations because of changing societal norms and attitudes. Prior research on CSR shows that socially responsible actions are beneficial for the firm and the society. However, much less is known about the antecedents of CSR. The authors suggest that CSR is a strategic organizational decision and use organizational performance feedback theory to explain how organizations decide on CSR activities.Design/methodology/approachUsing a longitudinal sample of 189 US public firms with 1,050 observations, the authors test how performance decreases below aspirations and performance increases above aspirations influence CSR. The authors also test for the moderation effect of LGBT inclusion on these relationships as a proxy for CSR consistency and stakeholder support.FindingsThe authors find that as organizational performance decreases further below aspirations, CSR increases and LGBT inclusion strengthens this increase. The authors also find that as performance increases above aspirations, organizations become more engaged in CSR, but LGBT inclusion does not moderate this relationship.Originality/valuePrior research recently started extending the performance feedback theory to CSR, but empirical findings on the relationships between performance feedback and CSR are seemingly inconclusive. Moreover, studies had primarily focused on performance below aspirations and to a much lesser extent on performance above aspirations. This study aims to better integrate organizational performance feedback theory to the CSR discourse.

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