The Fundamental Fundamental Attribution Error: Correspondence Bias in Individualist and Collectivist Cultures

Krull, Douglas S.; Loy, Michelle Hui-Min; Lin, Jennifer S; Wang, Ching-Fu; Chen, Suhong; Zhao, Xudong

doi:10.1177/0146167299258003

Cited by 124 publications

(95 citation statements)

References 39 publications

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“…Though sometimes the findings have been mixed, when differences have been found, they have tended to fall along Eastern (Japan, India, etc.) vs. Western (US, England) lines, with Easterners tending to use more situational explanations for behavior and Westerners using more dispositional explanations (Krull, Loy, Lin, Wang, Chen, & Zhao, 1999;Masuda & Kitayama, 2004;Morris & Peng, 1994). As noted, it is possible that dispositional attributions are at the heart of children's preference for the lucky.…”

Section: Study 7 -Cross-cultural Evidence Of the Preference For The Lmentioning

confidence: 98%

Judgments of the lucky across development and culture.

Olson¹,

Dunham²,

Dweck³

et al. 2008

Journal of Personality and Social Psychology

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For millennia human beings have believed that it is morally wrong to judge others by the fortuitous or unfortunate events that befall them or by the actions of another person. Rather, an individual's own intended, deliberate actions should be the basis of his/her evaluation, reward and punishment. In a series of studies we investigate whether such rules guide the judgments of children. The first three studies demonstrate that children view lucky others as more likely than unlucky others to perform intentional good actions. Children similarly assess the siblings of lucky others as more likely to perform intentional good actions than the siblings of unlucky others. The next three studies demonstrate that children as young as 3 years believe that lucky people are nicer than unlucky people. The final two studies find that Japanese children also demonstrate a robust preference for the lucky and their associates. These findings are discussed in relation to Lerner's just world theory and Piaget's immanent justice research and in relation to the development of intergroup attitudes. Keywords/phrases (up to 5)preference for the lucky; immanent justice; evaluative contagion; social cognitive development; cross-cultural psychology In many societies and legal systems across time, one moral tenet has reigned supreme. Individuals are to be judged by the purposeful actions they commit, and not by the random events that befall them. This understanding has been broad and deep, evident across time and place, from Aristotle's Nicomachean Ethics, Roman Law (e.g., animus nocendi), and English law (e.g., mens rea) to the Modern Penal Law in the United States and the Rome Statute of the International Criminal Court. This fundamental moral dictum was most clearly described in the 13 th century by Henry Bracton: "A crime is not committed unless an

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Section: Study 7 -Cross-cultural Evidence Of the Preference For The Lmentioning

confidence: 98%

Judgments of the lucky across development and culture.

Olson¹,

Dunham²,

Dweck³

et al. 2008

Journal of Personality and Social Psychology

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“…For example, recent studies suggest that dispositional attributions are moderated: when the salience of situational factors is enhanced (Quattrone 1982;Krull and Dill 1996); when additional cognitive effort is dedicated to generating alternative explanations for observed behavior (Krull and Dill 1996;Lee, Hallahan, and Herzog 1996;Krull et al 1999); when people envision that they might be in the same role or position of those they are judging (Lee and Hallahan 2001); and when people expect to justify their attributions to an authority (Tetlock 1985). None of these conditions is, however, likely to hold in the situations we study.…”

Section: Biased Attributions About the Causes Of Low Throughputmentioning

confidence: 73%

Capability Traps and Self-Confirming Attribution Errors in the Dynamics of Process Improvment

Repenning

Sterman

2002

SSRN Journal

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To better understand the factors that support or inhibit internally-focused change, we report the results of an inductive study of one firm's attempt to improve two of its core business processes.Our data suggest that the critical determinants of success in efforts to learn and improve are the interactions between managers' attributions regarding the cause of poor organizational performance and the physical structure of the workplace, particularly delays between investing in improvement and recognizing the rewards. Building on this observation, we propose a dynamic model capturing the mutual evolution of those attributions, managers' and workers' actions, and the production technology. We use the model to show how managers' beliefs about those that work for them, workers' beliefs about those who manage them, and the physical structure of the environment can coevolve to yield an organization characterized by conflict, mistrust, and control structures that prevent useful change of any type.• 1 Few ideas are more central to organizational theory than the notion that with time and experience organizations improve their existing capabilities. Theories ranging from those of March and colleagues (e.g., March and Simon 1958/93, Cyert and March 1963/92) to population ecology (Hannan and Freeman 1984) and punctuated equilibrium (Tushman and Romanelli 1985) rest on the premise that learning-by-doing and imitation enable organizations to improve the execution of their core tasks and processes. Studies show that organizations often experience sustained periods of improvement driven by both learning-by-doing and knowledge transferred from others (Argote 1999). Yet, despite its prevalence and theoretical centrality, a closer look suggests that the processes through which organizations achieve internally-focused change are more complex and problematic than the literature suggests.Consider Total Quality Management (TQM). Recent studies find that firms with serious TQM programs outperform their competitors (Easton and Jarrell 1998, Hendricks andSinghal 1996).Yet, most efforts to implement TQM fail. Easton and Jarrell (1998) found fewer than 10% of the Fortune 1000 had well-developed TQM programs, and Rigby (2001) reports that between 1993 and 1999 TQM fell from the third most commonly used business tool to 14 th in the US. TQM's efficacy is undeniable, but, paradoxically, it remains little used.The phenomenon of useful innovations that go unused is not limited to TQM. For example, after carefully documenting the utility of various human resource practices (Pfeffer 1998), Pfeffer and Sutton (2000) report that they remain little used. Similarly, Wheelwright and Clark (1995) lament the poor implementation record of best practices for product development. The inability of many organizations to use the knowledge embodied in administrative innovations like TQM and high performance human resource and product development practices is a central issue facing organizational theorists (Pfeffer 1997:202-203).The failure of organizati...

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“…Because, subordinates are not able to confer higher hierarchical decisions, CEOs' are afforded with enough discretion to take bold and idiosyncratic actions. These societies tend to romanticize leaders (Krull et al, 1999) and by doing that these latter would be able to exert power and take subjective decisions. Again this redirects to the context in which discretion is studied.…”

Section: Discussionmentioning

confidence: 99%

Strategizing in a focused context: managerial discretion in the Arab world

Youssef¹,

Christodoulou

2017

JSMA

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Purpose The purpose of this paper is to broaden the national-level construct of managerial discretion and to investigate the effect of cultural practices on executive discretion. Design/methodology/approach Based on a sample of six Arabian countries and using a panel of prominent cross-cultural scholars who provided 262 discretion scores for the sample countries, the authors replicate and extend the national framework of Crossland and Hambrick (2011) in a new cultural context. The cultural dimensions were measured using survey responses of middle managers based on House et al.’s (2004) cultural practices scale. Findings The authors extend the national-level framework of managerial discretion and find that an encompassing array of cultural practices plays a crucial role in shaping the degree of discretion provided to CEOs. The authors empirically demonstrate that power distance, future and performance orientation, along with gender egalitarianism and assertiveness have positive relationships with managerial discretion. However, institutional collectivism, uncertainty avoidance and humane orientation negatively affect the degree of discretion provided to CEOs. Originality/value The study fills a gap in the literature regarding the national-level framework of managerial discretion. The results indicate that executives can take idiosyncratic and bold actions to the extent to which the cultural environment allows them to do so. Also, the authors discover new national-level antecedents of managerial discretion that have not been considered in earlier studies and confirm the context dependency of this concept.

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The Fundamental Fundamental Attribution Error: Correspondence Bias in Individualist and Collectivist Cultures

Cited by 124 publications

References 39 publications

Judgments of the lucky across development and culture.

Judgments of the lucky across development and culture.

Capability Traps and Self-Confirming Attribution Errors in the Dynamics of Process Improvment

Strategizing in a focused context: managerial discretion in the Arab world

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