Internal-external control as a determinant of information-seeking in a social influence situation1

Davis, William L.; Phares, E. Jerry

doi:10.1111/j.1467-6494.1967.tb01447.x

Cited by 180 publications

(81 citation statements)

References 17 publications

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“…Such individuals are also more likely to take initiative to control situations, because internals actively use negotiation and other initiative-based strategies to achieve results as well as monitor their own performance (Spector, 1982). An internal will also actively seek and use task-relevant information even if it were not readily available (Davis and Phares, 1967). Conversely, ''externals'' would demonstrate more hopelessness and lower ability to reverse adversity (Luzzo and Ward, 1995).…”

Section: Locus Of Control (Loc)mentioning

confidence: 96%

Exploring the Role Performance of Corporate Ethics Officers

Adobor

2006

J Bus Ethics

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Organizations continue to show renewed focus on managing their ethics programs by developing organizational infrastructures to support their ethics implementation efforts. An important part of this process has been the creation of an ethics officer position. Whether individuals appointed to the position are successful in the role or not may depend on a number of factors. This study presents a suggested framework for their effectiveness. The framework includes a focus on personal, organizational and situational factors to predict performance in the role. The study examines the complex nature of the role. These include task complexity, low task visibility, role conflict, and role ambiguity. Personal, organizational and situational factors that can serve as buffers against the complexities associated with the role are presented. The study suggests that individuals with certain competencies and orientations may be better suitable for the ethics position, and firms need to consider key organizational and situational issues critical to the performance of an ethics officer. The research and practice implications of the study are given. Copyright Springer Science+Business Media, Inc. 2006ethics officers, ethical leadership, ethical infrastructure, value-based management, technical awareness,

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Section: Locus Of Control (Loc)mentioning

confidence: 96%

Exploring the Role Performance of Corporate Ethics Officers

Adobor

2006

J Bus Ethics

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“…The general pattern in these studies is that externals, compared with internals, try harder and do better in tasks described as chance determined. In two studies (Davis & Phares, 1967;Rotter & Mulry, 1965), the superior performance of externals on chance tasks failed to reach significance; in three others (Lefcourt, Lewis, & Silverman, 1968;Petzel & Gynther, 1970;Watson & Baumal, 1967) the difference was significant (but see DuCette & Wolk, 1973, for conflicting results). In a related vein, Pittman and Pittman (1979) reported that externals performed better than internals under conditions of high helplessness (60 problem-solving trials with noncontingent feedback) but performed worse under conditions of low helplessness (20 trials with noncontingent feedback) and no helplessness (see Gregory, Chartier, & Wright, 1979, for similar findings).…”

Section: Locus Of Control and Behavior In Chance Situationsmentioning

confidence: 99%

Changing the world and changing the self: A two-process model of perceived control.

Rothbaum

Weisz²,

Snyder³

1982

Journal of Personality and Social Psychology

1,759

1,282

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There is extensive evidence that people strongly value and are reluctant to relinquish the perception of control. Yet, both helplessness and locus of control theorists interpret various "inward" behaviors (passivity, withdrawal, and submissiveness) as signs of relinquished perceived control. As evidence, they note that inward behavior frequently is accompanied by causal attributions to limited ability, chance, and powerful others-all attributions that suggest uncontrollability. In contrast, we claim,that these attributions and the behaviors to which they relate may often reflect a type of perceived control that is generally overlooked. People attempt to gain control not only by bringing the environment into line with their wishes (primary control) but also by bringing themselves into line with environmental forces (secondary control). Four manifestations of secondary control are considered: (a) Attributions to severely, limited ability can serve to enhance predictive control and to protect against disappointment. Passive and withdrawn behaviors reflect the attempt to inhibit unfulfillable expectations, (b) Attributions to chance can reflect illusory control, since people often construe chance as a personal characteristic akin to an ability ("luck"). Individuals who make attributions to chance may exhibit passivity and withdrawal in skill situations, reserving energy and emotional investment for situations that allow them to capitalize on their perceived strength-that is, being lucky, (c) Attributions to powerful others permit vicarious control when the individual identifies with these others. Submission to a powerful leader, a group, or a deity sometimes enables the individual to join in their power, (d) All of the preceding attributions may foster interpretive control, in which the individual seeks to understand and derive meaning from otherwise uncontrollable events in order to accept them. When perceived control is recognized in both its primary and secondary forms, a broad range of inward behaviors can be seen as efforts to sustain rather than relinquish the perception of control.Factor analytic studies with children (reviewed in Achenbach & Edelbrock, 1978) and systematic observations of adults (e.g., Beck, 1967;Marks, 1977) have identified a This article was funded in part by National Institute of Mental Health Grant 1-RO1-MH-34210-01.The authors are indebted to Camille Wortman for her unusually thorough review of a draft of this article. Her comments added depth and clarity to many of the Central points.Requests for reprints should be sent to Fred Rothbaum, Department of Child Study, Tufts University, Medford, Massachusetts 02155. set of interrelated problem behaviors including passivity, withdrawal, and submissiveness (hereafter referred to as inward behavior). The popularity of the learned helplessness model (Abramson, Seligman, & Teasdale, 1978;Seligman, 1975) is due largely to its lucid account of at least some of these seemingly maladaptive behaviors (especially passivity and withdrawal). Adherents o...

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“…This might especially be the case for people who do not believe that they are in control over their life's events (e.g., externals). We expected differential effects between externals and internals for this type of social situation because of the large number of prior studies on LOC which shows that externals are more sensitive to social processes than are internals (Davis and Phares, 1967;Pines and Julian, 1972;Biondo and MacDonald, 1971). Consequently we expected to see greater effects of control encouragement in externals than in internals in this study.…”

mentioning

confidence: 96%

Spouse Encouragement of self-reliance and other-reliance in rheumatoid arthritis couples

Reich

1995

J Behav Med

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Studying and helping couples burdened with a major life stressor such as rheumatoid arthritis (RA) can be enhanced by employing well-understood conceptual and empirical frameworks, in our research person/environment fit (P x E) models. We measured P x E effects in a sample of 62 rheumatoid arthritis (RA) patients with locus of control beliefs, age, and the health status of the subjects as the Person variables and their spouses' control encouragement as the Environment variable. As predicted, externals were most sensitive to their spouses' behavior. Health status and age moderated the effects of the subjects' control beliefs and spouses' control efforts. Control encouragement showed positive benefits, but only for the younger and healthier subjects; it was related to increased psychological distress for externals in poorer health. Although many models of therapy suggest the benefits of increasing personal control, these data suggest the necessity of employing a more complex model integrating both person and social environment variables in understanding mental health.

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Internal-external control as a determinant of information-seeking in a social influence situation1

Cited by 180 publications

References 17 publications

Exploring the Role Performance of Corporate Ethics Officers

Exploring the Role Performance of Corporate Ethics Officers

Changing the world and changing the self: A two-process model of perceived control.

Spouse Encouragement of self-reliance and other-reliance in rheumatoid arthritis couples

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