2010
DOI: 10.1590/s1807-76922010000200006
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The justification of organizational performance in annual report narratives

Abstract: In this paper, the nature of organizational discourse is theoretically underpinned by the concept of self-serving attributions, a type of causal reasoning that allows the writer to take credit for good news and avoid blame for bad news. We incorporated signaling theory to the extant theoretical framework for self-serving attributions in order to develop hypotheses for the expected levels of attributional bias in the justification of organizational performance. A sample of 49 companies was selected, both from a… Show more

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Cited by 11 publications
(16 citation statements)
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References 23 publications
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“…As mentioned above, CEOs attempt to create and maintain a positive corporate image, even in years marked by poor performance and positive external characteristics. In fact, "companies with positive performance in a good external context blame negative effects on the environment in a proportion equivalent to that observed for companies with positive performance in a bad year" (Tessarolo & Pagliarussi, 2010). While these findings further support the idea that CEOs are more likely take advantage of self-serving attributions, further research found the exact opposite.…”
Section: Communicating Financial Resultsmentioning
confidence: 66%
“…As mentioned above, CEOs attempt to create and maintain a positive corporate image, even in years marked by poor performance and positive external characteristics. In fact, "companies with positive performance in a good external context blame negative effects on the environment in a proportion equivalent to that observed for companies with positive performance in a bad year" (Tessarolo & Pagliarussi, 2010). While these findings further support the idea that CEOs are more likely take advantage of self-serving attributions, further research found the exact opposite.…”
Section: Communicating Financial Resultsmentioning
confidence: 66%
“…A better knowledge of the relationship between performance and the business cycles may also have implications for the impression management literature. This literature argues that managers try to attribute good performance to their ability or effort, while bad performance would be the result of unfavorable external factors (Aerts, 1994(Aerts, , 2005Tessarolo et al, 2010). This knowledge could also benefit sophisticated investors such as market analysts.…”
Section: On the Implications Of The Relationship Between Firms' Perfomentioning
confidence: 99%
“…Our evidence also contributes to studies on impression management 1 . Tessarolo, Pagliarussi, & da Luz (2010) study this phenomenon in Brazil. The research is based on two distinct years, a -good‖ year and a -bad‖ one, and reports the same blaming of negative performance on external factors.…”
Section: Introductionmentioning
confidence: 99%
“…A considerable amount of research has been carried out on different aspects of corporate communications, such as assessment of their readability (Li, 2008), use of impression management tactics (Tessarolo et al, 2010) and the harmony between text and numbers (Balata and Breton, 2005). There is also growing interest in the hypothetical impact of the tone of financial texts on stock market variables.…”
Section: Introductionmentioning
confidence: 99%