Hostname: page-component-7dd5485656-2pp2p Total loading time: 0 Render date: 2025-10-29T11:15:47.787Z Has data issue: false hasContentIssue false
  • English
  • Français

Linking supervisor developmental feedback to in-role performance: The role of job control and perceived rapport with supervisors

Published online by Cambridge University Press:  21 April 2020

Zhenduo Zhang ,
Li Zhang ,
Honglei Wang  and
Junwei Zheng Open the ORCID record for Junwei Zheng [Opens in a new window]
Zhenduo Zhang
Affiliation:
School of Management, Harbin Institute of Technology, Harbin 150001, China
Li Zhang*
Affiliation:
School of Management, Harbin Institute of Technology, Harbin 150001, China
Honglei Wang
Affiliation:
College of Economics and Management, Northeast Agricultural University, Harbin 150030, China
Junwei Zheng*
Affiliation:
Department of Construction Management, Kunming University of Science and Technology, Kunming 650500, China
*
*Corresponding author. Email: zhanglihit@hit.edu.cn and zjw1989@kust.edu.cn
*Corresponding author. Email: zhanglihit@hit.edu.cn and zjw1989@kust.edu.cn
Get access Rights & Permissions [Opens in a new window]

Abstract

This paper investigates the underlying mechanism and boundary condition of the relationship between day-level supervisor developmental feedback (SDF) and day-level in-role performance (IRP) based on the framework of social exchange theory. The current study collects 290 matched surveys nested in 58 Chinese employees for five consecutive days, employing experience sampling method. Using hierarchical linear regression analysis, this paper examines the mediating role of perceived rapport with supervisors (PRS) and the moderating role of job control. Results show SDF has a positive effect on PRS and consequently enhances employee IRP. This indirect effect is moderated by employee job control. When job control is high, SDF helps supervisors develop a high-quality rapport with employees and is conducive to employees improving their IRP. However, when job control is low, the positive effect of SDF on IRP through PRS is not significant.

Keywords

supervisor developmental feedbackin-role performanceperceived rapport with supervisorsjob controlexperience sampling method

Information

Type
Research Article
Information
Journal of Management & Organization , Volume 30 , Issue 2 , March 2024 , pp. 331 - 346
Copyright
© Cambridge University Press and Australian and New Zealand Academy of Management 2020.

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Article purchase

Temporarily unavailable

References

Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. London: Sage Publications.Google Scholar
Bartol, K. M., Liu, W., Zeng, X., & Wu, K. (2009). Social exchange and knowledge sharing among knowledge workers: The moderating role of perceived job security. Management and Organization Review, 5(2), 223–240. https://doi.org/10.1111/j.1740-8784.2009.00146.xCrossRefGoogle Scholar
Beal, D. J., Trougakos, J. P., Weiss, H. M., & Dalal, R. S. (2013). Affect spin and the emotion regulation process at work. Journal of Applied Psychology, 98(4), 593–605. https://doi.org/10.1037/a0032559CrossRefGoogle ScholarPubMed
Beattie, R. S., Kim, S., Hagen, M. S., Egan, T. M., Ellinger, A. D., & Hamlin, R. G. (2014). Managerial coaching: A review of the empirical literature and development of a model to guide future practice. Advances in Developing Human Resources, 16(2), 184–201. https://doi.org/10.1177/1523422313520476CrossRefGoogle Scholar
Boies, K., Fiset, J., & Gill, H. (2015). Communication and trust are key: Unlocking the relationship between leadership and team performance and creativity. The Leadership Quarterly, 26(6), 1080–1094. https://doi.org/10.1016/j.leaqua.2015.07.007CrossRefGoogle Scholar
Booth-Butterfield, M. (1989). The interpretation of classroom performance feedback: An attributional approach. Communication Education, 38(2), 119–131. https://doi.org/10.1080/03634528909378745CrossRefGoogle Scholar
Breevaart, K., Bakker, A. B., Demerouti, E., & Derks, D. (2016). Who takes the lead? A multi-source diary study on leadership, work engagement, and job performance. Journal of Organizational Behavior, 37(3), 309–325. https://doi.org/10.1002/job.2041CrossRefGoogle Scholar
Brislin, R. W. (1970). Back-translation for cross-cultural research. Journal of Cross-Cultural Psychology, 1(3), 185–216. https://doi.org/10.1177/135910457000100301CrossRefGoogle Scholar
Brown, M., Kulik, C. T., & Lim, V. (2016). Managerial tactics for communicating negative performance feedback. Personnel Review, 45(5), 969–987. https://doi.org/10.1108/PR-10-2014-0242CrossRefGoogle Scholar
Brown, O., Paz-Aparicio, C., & Revilla, A. J. (2019). Leader's communication style, LMX and organizational commitment. Leadership & Organization Development Journal, 40(2), 230–258. https://doi.org/10.1108/LODJ-03-2018-0129CrossRefGoogle Scholar
Chan, S. H. J., & Lai, H. Y. I. (2017). Understanding the link between communication satisfaction, perceived justice and organizational citizenship behavior. Journal of Business Research, 70, 214–223. https://doi.org/10.1016/j.jbusres.2016.08.017CrossRefGoogle Scholar
Chen, C. C., Chen, Y.-R., & Xin, K. (2004). Guanxi practices and trust in management: A procedural justice perspective. Organization Science, 15(2), 200–209. https://doi.org/10.1287/orsc.1030.0047CrossRefGoogle Scholar
Chen, X.-P., Eberly, M. B., Chiang, T.-J., Farh, J.-L., & Cheng, B.-S. (2014). Affective trust in Chinese leaders. Journal of Management, 40(3), 796–819. https://doi.org/10.1177/0149206311410604CrossRefGoogle Scholar
Chen, Y., Friedman, R., Yu, E., Fang, W., & Lu, X. (2009). Supervisor–subordinate Guanxi: Developing a three-dimensional model and scale. Management and Organization Review, 5(3), 375–399. https://doi.org/10.1111/j.1740-8784.2009.00153.xCrossRefGoogle Scholar
Chong, M. P. M., Peng, T.-K., Fu, P. P., Richards, M., Muethel, M., Caldas, M. P., & Shang, Y. F. (2015). Relational perspectives on leaders’ influence behavior. Journal of Cross-Cultural Psychology, 46(1), 71–87. https://doi.org/10.1177/0022022114554035CrossRefGoogle Scholar
Colquitt, J. A., Lepine, J. A., Piccolo, R. F., Zapata, C. P., & Rich, B. L. (2012). Explaining the justice-performance relationship: Trust as exchange deepener or trust as uncertainty reducer? The Journal of Applied Psychology, 97(1), 1–15. https://doi.org/10.1037/a0025208CrossRefGoogle ScholarPubMed
Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900. https://doi.org/10.1177/0149206305279602CrossRefGoogle Scholar
Curhan, J. R., Elfenbein, H. A., & Eisenkraft, N. (2010). The objective value of subjective value: A multi-round negotiation study. Journal of Applied Social Psychology, 40(3), 690–709. https://doi.org/10.1111/j.1559-1816.2010.00593.xCrossRefGoogle Scholar
Curhan, J. R., Elfenbein, H. A., & Kilduff, G. J. (2009). Getting off on the right foot: Subjective value versus economic value in predicting longitudinal job outcomes from job offer negotiations. Journal of Applied Psychology, 94(2), 524–534. https://doi.org/10.1037/a0013746CrossRefGoogle ScholarPubMed
Curhan, J. R., Elfenbein, H. A., & Xu, H. (2006). What do people value when they negotiate? Mapping the domain of subjective value in negotiation. Journal of Personality and Social Psychology, 91(3), 493–512. https://doi.org/10.1037/0022-3514.91.3.493CrossRefGoogle ScholarPubMed
Dahling, J. J., Taylor, S. R., Chau, S. L., & Dwight, S. A. (2016). Does coaching matter? A multilevel model linking managerial coaching skill and frequency to sales goal attainment. Personnel Psychology, 69(4), 863–894. https://doi.org/10.1111/peps.12123CrossRefGoogle Scholar
de Gieter, S., Hofmans, J., & Bakker, A. B. (2018). Need satisfaction at work, job strain, and performance: A diary study. Journal of Occupational Health Psychology, 23(3), 361–372. https://doi.org/10.1037/ocp0000098CrossRefGoogle ScholarPubMed
de Jong, B. A., Dirks, K. T., & Gillespie, N. (2016). Trust and team performance: A meta-analysis of main effects, moderators, and covariates. Journal of Applied Psychology, 101(8), 1134–1150. https://doi.org/10.1037/apl0000110CrossRefGoogle ScholarPubMed
Diebig, M., Bormann, K. C., & Rowold, J. (2016). A double-edged sword: Relationship between full-range leadership behaviors and followers’ hair cortisol level. The Leadership Quarterly, 27(4), 684–696. https://doi.org/10.1016/j.leaqua.2016.04.001CrossRefGoogle Scholar
Ding, C. G., & Chang, Y.-W. (2019). Effects of task and work responsibilities idiosyncratic deals on perceived insider status and the moderating roles of perceived overall justice and coworker support. Review of Managerial Science, 94(2), 491. https://doi.org/10.1007/s11846-019-00335-6Google Scholar
Donald, J. N., Atkins, P. W. B., Parker, P. D., Christie, A. M., & Ryan, R. M. (2016). Daily stress and the benefits of mindfulness: Examining the daily and longitudinal relations between present-moment awareness and stress responses. Journal of Research in Personality, 65, 30–37. https://doi.org/10.1016/j.jrp.2016.09.002CrossRefGoogle Scholar
Du, D., Derks, D., & Bakker, A. B. (2018a). Daily spillover from family to work: A test of the work-home resources model. Journal of Occupational Health Psychology, 23(2), 237–247. https://doi.org/10.1037/ocp0000073CrossRefGoogle Scholar
Du, D., Derks, D., Bakker, A. B., & Lu, C.Q. (2018b). Does homesickness undermine the potential of job resources? A perspective from the work-home resources model. Journal of Organizational Behavior, 39(1), 96–112. https://doi.org/10.1002/job.2212CrossRefGoogle Scholar
Du, Y., Zhang, L., & Tekleab, A. G. (2018c). Job strains, job control, and POS on employee performance: An interactionist perspective. Journal of Business Research, 82, 213–219. https://doi.org/10.1016/j.jbusres.2017.09.040CrossRefGoogle Scholar
Duan, J., Bao, C., Huang, C., & Brinsfield, C. T. (2018). Authoritarian leadership and employee silence in China. Journal of Management & Organization, 24(1), 62–80. https://doi.org/10.1017/jmo.2016.61CrossRefGoogle Scholar
Duan, J., Li, C., Xu, Y., & Wu, C.-H. (2017). Transformational leadership and employee voice behavior: A Pygmalion mechanism. Journal of Organizational Behavior, 38(5), 650–670. https://doi.org/10.1002/job.2157CrossRefGoogle Scholar
Earley, P. C., Northcraft, G. B., Lee, C., & Lituchy, T. R. (1990). Impact of process and outcome feedback on the relation of goal setting to task performance. Academy of Management Journal, 33(1), 87–105. https://doi.org/10.5465/256353CrossRefGoogle Scholar
Edú-Valsania, S., Moriano, J. A., & Molero, F. (2016). Authentic leadership and employee knowledge sharing behavior. Leadership & Organization Development Journal, 37(4), 487–506. https://doi.org/10.1108/LODJ-08-2014-0149CrossRefGoogle Scholar
Edwards, M. R., & Kudret, S. (2017). Multi-foci CSR perceptions, procedural justice and in-role employee performance: The mediating role of commitment and pride. Human Resource Management Journal, 27(1), 169–188. https://doi.org/10.1111/1748-8583.12140CrossRefGoogle Scholar
Fredrickson, B. L. (2001). The role of positive emotions in positive psychology: The broaden-and-build theory of positive emotions. American Psychologist, 56(3), 218–226. https://doi.org/10.1037/0003-066X.56.3.218CrossRefGoogle ScholarPubMed
Fredrickson, B. L., Tugade, M. M., Waugh, C. E., & Larkin, G. R. (2003). What good are positive emotions in crisis? A prospective study of resilience and emotions following the terrorist attacks on the United States on September 11th, 2001. Journal of Personality and Social Psychology, 84(2), 365–376. https://doi.org/10.1037/0022-3514.84.2.365CrossRefGoogle Scholar
Fuller, C. M., Simmering, M. J., Atinc, G., Atinc, Y., & Babin, B. J. (2016). Common methods variance detection in business research. Journal of Business Research, 69(8), 3192–3198. https://doi.org/10.1016/j.jbusres.2015.12.008CrossRefGoogle Scholar
Gabriel, A. S., Cheshin, A., Moran, C. M., & van Kleef, G. A. (2016). Enhancing emotional performance and customer service through human resources practices: A systems perspective. Human Resource Management Review, 26(1), 14–24. https://doi.org/10.1016/j.hrmr.2015.09.003CrossRefGoogle Scholar
Gabriel, A. S., Frantz, N. B., Levy, P. E., & Hilliard, A. W. (2014). The supervisor feedback environment is empowering, but not all the time: Feedback orientation as a critical moderator. Journal of Occupational and Organizational Psychology, 87(3), 487–506. https://doi.org/10.1111/joop.12060CrossRefGoogle Scholar
Gabriel, A. S., Koopman, J., Rosen, C. C., & Johnson, R. E. (2018). Helping others or helping oneself? An episodic examination of the behavioral consequences of helping at work. Personnel Psychology, 71(1), 85–107. https://doi.org/10.1111/peps.12229CrossRefGoogle Scholar
Halbesleben, J. R. B., Neveu, J.-P., Paustian-Underdahl, S. C., & Westman, M. (2014). Getting to the ‘COR’. Journal of Management, 40(5), 1334–1364. https://doi.org/10.1177/0149206314527130CrossRefGoogle Scholar
He, W., Fehr, R., Yam, K. C., Long, L. R., & Hao, P. (2017). Interactional justice, leader-member exchange, and employee performance: Examining the moderating role of justice differentiation. Journal of Organizational Behavior, 38(4), 537–557. https://doi.org/10.1002/job.2133CrossRefGoogle Scholar
Holland, P., Cooper, B., & Sheehan, C. (2017). Employee voice, supervisor support, and engagement: The mediating role of trust. Human Resource Management, 56(6), 915–929. https://doi.org/10.1002/hrm.21809CrossRefGoogle Scholar
Huang, J. T., & Hsieh, H.-H. (2015). Supervisors as good coaches: Influences of coaching on employees’ in-role behaviors and proactive career behaviors. The International Journal of Human Resource Management, 26(1), 42–58. https://doi.org/10.1080/09585192.2014.940993CrossRefGoogle Scholar
King, P. E. (2016). When do students benefit from performance feedback? A test of feedback intervention theory in speaking improvement. Communication Quarterly, 64(1), 1–15. https://doi.org/10.1080/01463373.2015.1078827CrossRefGoogle Scholar
Kluger, A. N., & DeNisi, A. (1996). The effects of feedback interventions on performance: A historical review, a meta-analysis, and a preliminary feedback intervention theory. Psychological Bulletin, 119(2), 254–284. https://doi.org/10.1037/0033-2909.119.2.254CrossRefGoogle Scholar
Kluger, A. N., & DeNisi, A. (1998). Feedback interventions: Toward the understanding of a Double-Edged Sword. Current Directions in Psychological Science, 7(3), 67–72. https://doi.org/10.1111/1467-8721.ep10772989CrossRefGoogle Scholar
Lawler, E. J. (2001). An affect theory of social exchange. American Journal of Sociology, 107(2), 321–352. https://doi.org/10.1086/324071CrossRefGoogle Scholar
Lawler, E. J., & Thye, S. R. (1999). Bringing emotions into social exchange theory. Annual Review of Sociology, 25(1), 217–244. https://doi.org/10.1146/annurev.soc.25.1.217CrossRefGoogle Scholar
Lee, C., Ashford, S. J., & Bobko, P. (1990). Interactive effects of ‘type A’ behavior and perceived control on worker performance, job satisfaction, and somatic complaints. Academy of Management Journal, 33(4), 870–881. https://doi.org/10.5465/256296CrossRefGoogle Scholar
Lee, J., & Jensen, J. M. (2014). The effects of active constructive and passive corrective leadership on workplace incivility and the mediating role of fairness perceptions. Group & Organization Management, 39(4), 416–443. https://doi.org/10.1177/1059601114543182CrossRefGoogle Scholar
Li, N., Harris, T. B., Boswell, W. R., & Xie, Z. (2011). The role of organizational insiders’ developmental feedback and proactive personality on newcomers’ performance: An interactionist perspective. Journal of Applied Psychology, 96(6), 1317–1327. https://doi.org/10.1037/a0024029CrossRefGoogle ScholarPubMed
Meneghel, I., Salanova, M., & Martínez, I. M. (2016). Feeling good makes us stronger: How team resilience mediates the effect of positive emotions on team performance. Journal of Happiness Studies, 17(1), 239–255. https://doi.org/10.1007/s10902-014-9592-6CrossRefGoogle Scholar
Meyer, M., Ohana, M., & Stinglhamber, F. (2018). The impact of supervisor interpersonal justice on supervisor-directed citizenship behaviors in social enterprises: A moderated mediation model. The International Journal of Human Resource Management, 29(20), 2927–2948. https://doi.org/10.1080/09585192.2017.1380060CrossRefGoogle Scholar
Mo, S., & Shi, J. (2017). Linking ethical leadership to employee burnout, workplace deviance and performance: Testing the mediating roles of trust in leader and surface acting. Journal of Business Ethics, 144(2), 293–303. https://doi.org/10.1007/s10551-015-2821-zCrossRefGoogle Scholar
Newman, A., Schwarz, G., Cooper, B., & Sendjaya, S. (2017). How servant leadership influences organizational citizenship behavior: The roles of LMX, empowerment, and proactive personality. Journal of Business Ethics, 145(1), 49–62. https://doi.org/10.1007/s10551-015-2827-6CrossRefGoogle Scholar
Ouweneel, E., Le Blanc, P. M., Schaufeli, W. B., & van Wijhe, C. I. (2012). Good morning, good day: A diary study on positive emotions, hope, and work engagement. Human Relations, 65(9), 1129–1154. https://doi.org/10.1177/0018726711429382CrossRefGoogle Scholar
Park, S., Sturman, M. C., Vanderpool, C., & Chan, E. (2015). Only time will tell: The changing relationships between LMX, job performance, and justice. Journal of Applied Psychology, 100(3), 660–680. https://doi.org/10.1037/a0038907CrossRefGoogle ScholarPubMed
Parke, M. R., Weinhardt, J. M., Brodsky, A., Tangirala, S., & DeVoe, S. E. (2018). When daily planning improves employee performance: The importance of planning type, engagement, and interruptions. The Journal of Applied Psychology, 103(3), 300–312. https://doi.org/10.1037/apl0000278CrossRefGoogle ScholarPubMed
Peng, J.-C., & Lin, J. (2016). Linking supervisor feedback environment to contextual performances. Leadership & Organization Development Journal, 37(6), 802–820. https://doi.org/10.1108/LODJ-10-2014-0207CrossRefGoogle Scholar
Porath, C. L., Gerbasi, A., & Schorch, S. L. (2015). The effects of civility on advice, leadership, and performance. Journal of Applied Psychology, 100(5), 1527–1541. https://doi.org/10.1037/apl0000016CrossRefGoogle ScholarPubMed
Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader–member exchange. Journal of Leadership & Organizational Studies, 15(2), 101–110. https://doi.org/10.1177/1548051808320986CrossRefGoogle Scholar
Selvarajan, T. T., Singh, B., & Solansky, S. (2018). Performance appraisal fairness, leader member exchange and motivation to improve performance: A study of US and Mexican employees. Journal of Business Research, 85, 142–154. https://doi.org/10.1016/j.jbusres.2017.11.043CrossRefGoogle Scholar
Snijders, T., & Bosker, R. (1999). Multilevel modeling. London, UK: Sage.Google Scholar
Steelman, L. A., Levy, P. E., & Snell, A. F. (2004). The feedback environment scale: Construct definition, measurement, and validation. Educational and Psychological Measurement, 64(1), 165–184. https://doi.org/10.1177/0013164403258440CrossRefGoogle Scholar
Stuhlmacher, A. F., & Champagne, M. V. (2000). The impact of time pressure and information on negotiation process and decisions. Group Decision and Negotiation, 9(6), 471–491. https://doi.org/10.1023/A:1008736622709CrossRefGoogle Scholar
Tangirala, S., & Ramanujam, R. (2008). Exploring nonlinearity in employee voice: The effects of personal control and organizational identification. Academy of Management Journal, 51(6), 1189–1203. https://doi.org/10.5465/amj.2008.35732719CrossRefGoogle Scholar
Thomas, G. F., Zolin, R., & Hartman, J. L. (2009). The central role of communication in developing trust and its effect on employee involvement. Journal of Business Communication, 46(3), 287–310. https://doi.org/10.1177/0021943609333522CrossRefGoogle Scholar
Trees, A. R., Kerssen-Griep, J., & Hess, J. A. (2009). Earning influence by communicating respect: Facework's contributions to effective instructional feedback. Communication Education, 58(3), 397–416. https://doi.org/10.1080/03634520802613419CrossRefGoogle Scholar
Troth, A. C., Lawrence, S. A., Jordan, P. J., & Ashkanasy, N. M. (2018). Interpersonal emotion regulation in the workplace: A conceptual and operational review and future research agenda. International Journal of Management Reviews, 20(2), 523–543. https://doi.org/10.1111/ijmr.12144CrossRefGoogle Scholar
Tse, H. H. M., Troth, A. C., Ashkanasy, N. M., & Collins, A. L. (2018). Affect and leader-member exchange in the new millennium: A state-of-art review and guiding framework. The Leadership Quarterly, 29(1), 135–149. https://doi.org/10.1016/j.leaqua.2017.10.002CrossRefGoogle Scholar
Van Iddekinge, C. H., Aguinis, H., Mackey, J. D., & DeOrtentiis, P. S. (2018). A meta-analysis of the interactive, additive, and relative effects of cognitive ability and motivation on performance. Journal of Management, 44(1), 249–279. https://doi.org/10.1177/0149206317702220CrossRefGoogle Scholar
Wang, A.-C., & Cheng, B.-S. (2010). When does benevolent leadership lead to creativity? The moderating role of creative role identity and job autonomy. Journal of Organizational Behavior, 31(1), 106–121. https://doi.org/10.1002/job.634CrossRefGoogle Scholar
Wayne, S. J., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management Journal, 40(1), 82–111. https://doi.org/10.5465/257021CrossRefGoogle Scholar
Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of Management, 17(3), 601–617. https://doi.org/10.1177/014920639101700305CrossRefGoogle Scholar
Xanthopoulou, D., Bakker, A. B., Demerouti, E., & Schaufeli, W. B. (2012). A diary study on the happy worker: How job resources relate to positive emotions and personal resources. European Journal of Work and Organizational Psychology, 21(4), 489–517. https://doi.org/10.1080/1359432X.2011.584386CrossRefGoogle Scholar
Yuan, C., Wang, Y., Huang, W., & Zhu, Y. (2019). Can coaching leadership encourage subordinates to speak up? Dual perspective of cognition-affection. Leadership & Organization Development Journal, 40(4), 485–498. https://doi.org/10.1108/LODJ-01-2018-0009CrossRefGoogle Scholar
Zapata-Phelan, C. P., Colquitt, J. A., Scott, B. A., & Livingston, B. (2009). Procedural justice, interactional justice, and task performance: The mediating role of intrinsic motivation. Organizational Behavior and Human Decision Processes, 108(1), 93–105. https://doi.org/10.1016/j.obhdp.2008.08.001CrossRefGoogle Scholar
Zheng, X., Diaz, I., Jing, Y., & Chiaburu, D. S. (2015). Positive and negative supervisor developmental feedback and task-performance. Leadership & Organization Development Journal, 36(2), 212–232. https://doi.org/10.1108/LODJ-04-2013-0039CrossRefGoogle Scholar
Zhou, J. (2003). When the presence of creative coworkers is related to creativity: Role of supervisor close monitoring, developmental feedback, and creative personality. Journal of Applied Psychology, 88(3), 413–422. https://doi.org/10.1037/0021-9010.88.3.413CrossRefGoogle ScholarPubMed