PMR — pp. 1-27 2026-03-18 Original Beyond problemistic search: a contingency perspective on organizational response to performance feedback
Taek Kyu Kim, Weijie Wang
Abstract
Using the behavioral theory of the firm, we develop a contingency perspective of organizational search. Based on an analysis of the risk preference and learning needs of high- and low-performing organizations, we propose that low-performing, risk-tolerant organizations benefit most from searching across boundaries for new knowledge. Conversely, high-performing, risk-averse organizations benefit from internal searches to refine existing routines. We tested these propositions using a regression discontinuity design, analyzing New York City public schools’ responses to academic performance signals. Our empirical results largely support our propositions, enriching the understanding of organizations’ adoption of different search strategies in response to performance signals.
PAR — 2026-03-06
Original Time Matters: Under/Overperformance Duration and Performance Improvements in the Public Sector
Shaowei Chen, Jianxia Wu
Abstract
ABSTRACT Prior research on public organizations' strategic responses to performance feedback has focused solely on the intensity of performance feedback while neglecting its temporal dimensions. This study aims to fill this gap by incorporating the lens of time and investigating how performance feedback duration affects performance improvements in the public sector. Drawing on various theoretical perspectives, we theorize an inverted U‐shaped relationship between underperformance (negative performance feedback) duration and public organizations' subsequent performance improvements, and a U‐shaped relationship for overperformance (positive performance feedback) duration. Empirical analyses using the case of China's official city air quality ranking provide evidence supporting our theory. Our findings reveal that “time” (duration) can shape public organizations' responses to performance feedback in nonlinear ways and help reconcile inconsistencies in the existing literature, highlighting the importance of incorporating temporal dimensions of performance to advance performance feedback theory in the public sector.
PMR — pp. 1-25 2026-03-04 Original Alleviating or aggravating? How patronage ties moderate the impacts of performance feedback on data manipulation in public performance management