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Causal Attributions for Poorly Performing Projects: Their Effect on Project Continuation Decisions
Author(s) -
Onifade Emmanuel,
Harrison Paul D.,
Cafferty Thomas P.
Publication year - 1997
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/j.1559-1816.1997.tb00640.x
Subject(s) - attribution , expectancy theory , continuation , psychology , causality (physics) , social psychology , computer science , physics , quantum mechanics , programming language
This study examined the escalation problem within an attribution theory framework. Students read a case scenario containing causal attribution information that described a poorly performing project under their supervision. They made estimates of its future success, as well as a decision whether to continue it. Perceived stability of causality had the primary effect on expectancy of success. A project whose performance downturn was attributed to a stable cause had a lower expectancy. Locus of causality had a smaller but still significant effect. Project downturns attributed to internal causes had a lower expectancy. Expectancy of success was significantly correlated with project continuation decisions. Discrepancies between these results and those reported by Staw and Ross (1978) are accounted for in terms of Weiner's (1985, 1986) attributional analysis.