Self-serving attributions, managerial cognition, and company performance
Article Abstract:
Management's tendency to take the credit for good company performance was investigated by analyzing the letters to shareholders contained in the annual reports of 20 public utilities between 1978 and 1982. The results indicated that managers generally credited themselves for positive results and blamed the environment for negative results. This phenomenon may be caused by a type of cognitive bias that affects managers' recall of events occurring before positive and negative results. Managers' best explanation for positive results is their actions. Managers cannot explain negative results in terms of their actions for achieving positive results, so they must rely on the explanation that environmental factors canceled the effects of their actions.
Publication Name: Strategic Management Journal
Subject: Business
ISSN: 0143-2095
Year: 1991
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Getting the most for your telecommunications dollar
Article Abstract:
Many corporations that have taken advantage of innovations in the telecommunication industry are now realizing that telecommunication technology has non-apparent associated costs. Some of the non-apparent costs include long-distance costs, training, and keeping up with changes in technology. Ways to control costs include implementing call accounting or least-call routing systems and establishing specific company policies that limit the use of directory assistance, the number of calls, and the length of calls.
Publication Name: Business
Subject: Business
ISSN: 0163-531X
Year: 1990
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Upward management: getting in step with the boss
Article Abstract:
Management and executive success are greatly affected by personal and social styles. The authors distinguish four social types among managers. These four basic styles can help coordinate action better when they are acknowledged and used to the advantage of the company.
Publication Name: Business
Subject: Business
ISSN: 0163-531X
Year: 1986
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