Multi-source feedback goes beyond the traditional performance appraisal process by reporting information from multiple organizational constituencies (e.g., downward from supervisors, upward from subordinates, and lateral from peers). The present study examined the effects of anticipated multi-source feedback on subsequent task performance in a team-based context. Critical to the first stage of the performance management cycle are the consequences that anticipated feedback may have on an individual's propensity to conform to majority influence (or group pressure). Adopting an approach that involves anticipated feedback by team culture interaction, the conditions under which such feedback is likely to increase or decrease conformity pressure were tested. Using a 2 x 4 experimental design, it was hypothesized that (a) the anticipation of 360 degree feedback (versus supervisor, subordinate, and no feedback) would generate greater conformity pressure to the majority response of the group; (b) individualistic team culture would reduce the level of conformity, whereas collectivistic team culture would increase conformity; and (c) personal concern for being liked by fellow team members would mediate this effect. These hypotheses were tested on 158 undergraduate students who were asked to judge whether pairs of 3-dimensional objects are the "same" or "different" after mental rotation, while working independently in the middle manager position of a vertical team hierarchy. Using a variant of the Solomon Asch-conformity situation, the measure of conformity was the number of times each participant conformed to the incorrect majority response. No significant differences emerged for the hypotheses. The results are discussed in terms of their implications for anticipated multi-source feedback to influence individual performance. Recommendations for future research are provided. Keywords: 360 degree feedback, conformity, individualism-collectivism, likability