Abstract
Little research has considered how work team characteristics influence reactions to negative feedback. When feedback indicates that the group’s strategy is inadequate, how members respond to such feedback can determine the team’s ultimate success or failure. The aim of this theory paper is to identify central sources of influence on group responsiveness to negative feedback in a mixed‐gender context. Drawing upon sociological and psychological perspectives, we offer a framework that considers how men and women respond to negative feedback in work team settings.
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