Belief discrepant behavior and the bogus pipeline: Impression management or arousal attribution

Stults, Daniel M.; Messé, Lawrence A.; Kerr, Norbert L.

doi:10.1016/0022-1031(84)90011-8

Cited by 13 publications

(6 citation statements)

References 10 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This assumption is frequent throughout dissonance literature. Nevertheless, some dissonance theorists do not share this point of view (Fointiat, 1996;Stults, Messé, & Kerr, 1984): the lack of dissonance effect (i.e., no attitude change) cannot be assimilated to the lack of dissonance state. In other words, misattribution could inhibit attitude change, but at the same time the aversive psychological state would remain (i.e., dissonance).…”

Section: Interpretation Of Hypocrisymentioning

confidence: 93%

“…Second, if misattribution is an efficient mode of dissonance reduction (as Fried and Aronson advocated), participants will not be motivated to use an alternate mode of reduction (e.g., trivialization or behavioral change). Based on previous studies (Fointiat, 1996;Stults et al, 1984), we assumed that misattribution would not be an efficient mode of dissonance reduction. Thus, dissonance would not be reduced, leading participants to use the mode of reduction made available second (main hypothesis).…”

Section: Interpretation Of Hypocrisymentioning

confidence: 99%

See 1 more Smart Citation

Saying, But Not Doing: Induced Hypocrisy, Trivialization, and Misattribution

Fointiat¹

2011

soc behav pers

View full text Add to dashboard Cite

International audienceHypocrisy paradigm has been identified as a form of dissonance induction. Hypocrisy is induced by the combination of 2 factors: commitment (advocating a position one supports) and mindfulness (being made mindful of one's failure to act in accord with the advocated standards). The experimental 2 x 2 between participants design manipulates misattribution and the order of presentation of 2 modes of dissonance reduction, behavior change – which is the paradigmatic measure of hypocrisy reduction – versus trivialization – which consists of minimizing the importance of what was done. Misattribution effect is observed for any given mode of reduction so long as it is made available first. Furthermore, the misattribution effect no longer occurs when considering the mode of reduction is made available second. These results suggest that misattribution is not a permanent and efficient route of dissonance reduction, and support the perspective of a complementary model of dissonance reduction

show abstract

Section: Interpretation Of Hypocrisymentioning

confidence: 93%

Section: Interpretation Of Hypocrisymentioning

confidence: 99%

Saying, But Not Doing: Induced Hypocrisy, Trivialization, and Misattribution

Fointiat¹

2011

soc behav pers

View full text Add to dashboard Cite

show abstract

“…Jones & Sigall(l971) found that participants showed no attitude change if they were attached to a lie detector. However Stults, Messe & Kerr (1984) found that if participants were given a chance to habituate to the lie detector equipment they did show an attitude change. They suggest this effect is an artefact due to the arousal caused by the lie detector, leading them to misattribute the dissonant state to this cause.…”

Section: Criticisms and Conclusionmentioning

confidence: 97%

Cognitive dissonance 1: An overview of the literature and its integration into theory and practice in clinical psychology

Draycott

Dabbs

1998

British J Clinic Psychol

View full text Add to dashboard Cite

show abstract

“…Therefore, they may try to reduce their distress by intensifying their efforts to re-establish their competence. A related explanation is that individuals use remedial impression management techniques (Stults, Messe, & Kerr, 1984;Tedeschi, 1981). That is, a person who feels personally responsible for a failure may not attempt to mitigate his or her role as a causal agent but may, instead, try to make decisions that project to their superiors an image of himself as a solid organizational citizen or good soldier (Bateman & Organ, 1983).…”

Section: Past Division Performance and Managers' Causal Attributionsmentioning

confidence: 99%

Opportunism in Capital Budget Recommendations: The Effects of Past Performance and Its Attributions*

Vera‐Muñoz

2001

Decision Sciences

View full text Add to dashboard Cite

This study uses an experiment to examine the separate and combined effects of managers' loss aversion and their causal attributions about their divisions' performance on tendencies to make goal-incongruent capital budget recommendations. We find that managers' recommendations are biased by their loss aversion. In particular, managers of high-performing divisions are more likely than managers of low-performing divisions to propose investments that maximize their division's short-term profits at the expense of the firm's long-term value. We also find that managers' recommendations are biased by their causal attributions. In particular, managers are more likely to propose investments that maximize their division's short-term profits at the expense of the firm's long-term value when they attribute their division's performance to external causes (e.g., task difficulty or luck) rather than to internal causes (e.g., managerial ability or effort). Further, the effects of causal attributions are greater for managers of high-performing divisions than for managers of low-performing divisions. The study's findings are important because loss aversion and causal attributions are often manifested in firms. Thus, they may bias managers' decisions, which in turn may be detrimental to the firms' long-term value.

show abstract

Belief discrepant behavior and the bogus pipeline: Impression management or arousal attribution

Cited by 13 publications

References 10 publications

Saying, But Not Doing: Induced Hypocrisy, Trivialization, and Misattribution

Saying, But Not Doing: Induced Hypocrisy, Trivialization, and Misattribution

Cognitive dissonance 1: An overview of the literature and its integration into theory and practice in clinical psychology

Opportunism in Capital Budget Recommendations: The Effects of Past Performance and Its Attributions*

Contact Info

Product

Resources

About