Ashford, S. J., & Northcraft, G. (2003). Robbing Peter to pay Paul: Feedback environments and enacted priorities in response to competing task demands. Human Resource Management Review, 13, 537–559.
Bell, B. S., & Kozlowski, S. W. J. (2002). Adaptive guidance: Enhancing self-regulation, knowledge, and performance in technology-based training. Personnel Psychology, 55, 267–306.
Carver, C. S., & Scheier, M. F. (1998). On the self-regulation of behavior. New York: Cambridge University Press.
DeShon, R. P., Kozlowski, S. W. J., Schmidt, A. M., Milner, K. R., & Wiechmann, D. (2004). A multiple-goal, multilevel model of feedback effects on the regulation of individual and team performance. Journal of Applied Psychology, 89, 1035–1056.
Gregory, J. B., Levy, P. E., & Jeffers, M. (2008). Development of a model of the feedback process within executive coaching. Consulting Psychology Journal: Practice and Research, 60, 42–56.
Kampa-Kokesch, S., & Anderson, M. Z. (2001). Executive coaching: A comprehensive review of the literature. Consulting Psychology Journal: Practice and Research, 53, 205–228.
Kernan, M. C., & Lord, R. G. (1990). Effects of valence, expectancies, and goal-performance discrepancies in single and multiple goal environments. Journal of Applied Psychology, 75, 194–203.
Kerr, S. (1975). On the folly of rewarding A, while hoping for B. Academy of Management Journal, 18, 769–783.
Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57, 705–717.
London, M., & Smither, J. W. (2002). Feedback orientation, feedback culture, and the longitudinal performance management process. Human Resource Management Review, 12, 81–100.
Louro, M. J., Pieters, R., & Zeelenberg, M. (2007). Dynamics of multiple goal pursuits. Journal of Personality and Social Psychology, 93, 174–193.
McKenna, D. D., & Davis, S. L. (2009). Hidden in plain sight: The active ingredients of executive coaching. Industrial and Organizational Psychology: Perspectives on Science and Practice, 2, 244–260.
Peterson, D. B. (1996). Executive coaching at work: The art of one-on-one change. Consulting Psychology Journal: Practice and Research, 48, 78–86.
Schmidt, A. M., & DeShon, R. P. (2007). What to do? The effects of discrepancies, incentives, and time on dynamic goal prioritization. Journal of Applied Psychology, 92, 928–941.
Schmidt, A. M., & Dolis, C. M. (2009). Something's got to give: The effects of dual-goal difficulty, goal progress, and expectancies on resource allocation. Journal of Applied Psychology, 94, 678–691.
Schmidt, A. M., Dolis, C. M., & Tolli, A. P. (2009). A matter of time: Individual differences, contextual dynamics, and goal progress effects on multiple-goal self-regulation. Journal of Applied Psychology, 94, 692–709.
Schmidt, A. M., Northcraft, G. B., & Ashford, S. J. (2008, April). Feedback and the rationing of attention among competing demands. In Stitzmann, T. (Chair) and Ely, K. (Chair ),Goals, feedback, and performance: A dynamic self-regulation perspective. Symposium presented at the 23rd Annual Conference of the Society for Industrial and Organizational Psychology, San Francisco, CA.
Silverman, S. B., Pogson, C. E., & Cober, A. B. 2005). When employees at work don't get it: A model for enhancing individual employee change in response to performance feedback. Academy of Management Executive, 19, 135–147.
Taylor, M. S., Fisher, C., & Ilgen, D. 1984). Individual's reactions to performance feedback in organizations: Control theory perspective. In Rowland, K. & Ferris, G. (Eds.),Research in personnel and human resource management (pp. 81–124). Greenwich, CT: JAI Press.