We advance performance feedback theory by showing how decision makers respond to inconsistent performance feedback on multiple goals, and how status shapes these responses for introducing behavioral changes. We argue that inconsistent performance feedback on primary and secondary goals decrease decision makers' propensity to initiate changes, while their high status operates both as a critical asset that motivates solution search for fixing a performance shortfall on a primary goal and as a resource buffer against self-enhancement beliefs when addressing inconsistent feedback on multiple goals. We test our arguments using a dataset of 107,791 Airbnb properties and find support for our hypotheses. We discuss the contributions of our findings to the performance feedback theory.

我们通过展示决策者如何响应对多个目标的不一致的绩效反馈，以及状态如何塑造这些响应以引入行为改变来推进绩效反馈理论。我们认为，对主要目标和次要目标的不一致的绩效反馈会降低决策者发起变革的倾向，而他们的高地位既可以作为一种关键资产来激励解决方案搜索以解决主要目标的绩效不足，也可以作为对抗自我的资源缓冲- 在解决对多个目标的不一致反馈时增强信念。我们使用包含 107,791 个 Airbnb 属性的数据集来测试我们的论点，并找到对我们假设的支持。我们讨论了我们的发现对绩效反馈理论的贡献。