Attribution Theory and Strategic Decision Making: An Application to Coalition Formation<sup />

Pearce, John A.; DeNisi, Angelo S.

doi:10.5465/256138

Cited by 12 publications

(14 citation statements)

References 6 publications

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“…Another attribution bias is called the actor-observer effect, in which one has a tendency to see one's own behavior as caused more by situational factors while attributing others' actions to their attitudes and actions. Among important studies in this area are Ross (1977), Storms (1973), Pearce and DeNisi (1983), and Jones and Nisbett (1972).…”

Section: Attribution Theorymentioning

confidence: 99%

"Who Done It?" Attributions by Entrepreneurs and Experts of the Factors that Cause and Impede Small Business Success

Rogoff

Lee

Suh

2004

J Small Business Management

193

142

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Attribution theory deals with how individuals infer causality between events and has been used to explain various social psychological phenomena such as achievement, sex stereotyping, and the impact of reward on behavior. But the direct application of the theory to entrepreneurship has been made only recently. The present study tests for the existence of a self-serving attribution bias among entrepreneurs when they enumerate the factors that contribute to or impede their business success as well as for the presence of an actor-observer attribution bias. Three samples are compared. Two are samples of entrepreneurs: one of independent pharmacists and the other a broadly based sample of business owners. A third sample is of experts. The presence of a self-serving attribution bias is shown in the two business owners' samples. In addition, clear differences are shown between the entrepreneurs and the experts, confirming the expectation of an actor-observer attribution bias.

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Section: Attribution Theorymentioning

confidence: 99%

"Who Done It?" Attributions by Entrepreneurs and Experts of the Factors that Cause and Impede Small Business Success

Rogoff

Lee

Suh

2004

J Small Business Management

193

142

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“…The child can be incorporated (or not) and may even issue securities as it develops, like Dow Corning or Tri-Star Pictures (Berg et ul., 1982;Boyle, 1968;Duncan, 1980;Ferguson, 1981;Pate, 1969;Pfeffer and Nowak, 1976). It is important to recognize that when firms approach the bargaining table that organizations have different strategic objectives (Duncan, 1976;Gamson, 1961;March, 1962;March and Simon, 1958;Pearce and De Nisi, 1983), asymmetric strengths (Inbar, 1972;Riker, 1962), and other important differences (Murray, 1978). These differences will temper firms' choices concerning whether to co-operate (Olson, 1968), which joint venture partners to take (Cyert and March, 1963;Schermerhorn, 1974Schermerhorn, , 1975Schermerhorn, , 1976, which industries to enter using joint ventures, and other dimensions concerning co-operative strategies (Edstrom, 1975a;Pfeffer and Salancik, 1978).…”

mentioning

confidence: 99%

Bases of Interorganization Co‐operation: Propensity, Power, Persistence*

Harrigan

Newman

1990

J Management Studies

204

115

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“…According to attribution theory, managers tend to take credit for successes, but blame external factors for their failures (Shaver, 1975;Pearse and DeNisi, 1983). Extant research has shown that self-serving attributions have been repeatedly documented in corporate annual reports and letters to shareholders (Staw et al, 1983;Clapham and Schwenk, 1991).…”

Section: Attribution and Time To Recallmentioning

confidence: 96%

Influence of institutional profiles on time to recall

Muralidharan

Bapuji

Laplume

2015

Management Research Review

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Purpose – This paper aims to understand why firms expedite or delay product recall decisions involving international sourcing. Design/methodology/approach – This paper combines US toy recall data from the Consumer Products Safety Commission database for the period from 1988to 2011 with World Economic Forum data on institutional environments to predict the effect the host country conditions have on recall timing decisions. Findings – Firms tend to expedite decisions to recall defective products sourced from countries where the informal institutional profile is perceived to be unfavorable for quality manufacture. Research limitations/implications – The reported research is empirical in nature and uses pooled cross-country, single-industry data. Practical implications – Managers should be careful not to allow their biases to affect their product recall timing decisions. Originality/value – Whereas previous research has examined recall timing decisions, this study is the first to consider the institutional environment where products are sourced from as an explanatory variable.

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Attribution Theory and Strategic Decision Making: An Application to Coalition Formation

Cited by 12 publications

References 6 publications

"Who Done It?" Attributions by Entrepreneurs and Experts of the Factors that Cause and Impede Small Business Success

"Who Done It?" Attributions by Entrepreneurs and Experts of the Factors that Cause and Impede Small Business Success

Bases of Interorganization Co‐operation: Propensity, Power, Persistence*

Influence of institutional profiles on time to recall

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