An attributional analysis of social accounts
Subtitle: implications of playing the blame game
By: Fiona Lee, Robert J. Robinson
Contributors: Robinson, Robert J.; Harvard Business School. Division of Research
Edition: Rev.
Series: Working paper / Division of Research, Harvard Business School -- 98-043; Working paper (Harvard Business School. Division of Research) -- 98-043
Publisher: Division of Research, Harvard Business School
Published: 1999
Place of publication: Boston]
Language: eng
Number of pages: 32
Description: This study proposed that social accounts may be understood using the basic dimensions of attributional framing: internal-external, unstable-stable, and specific general. We hypothesized that the effectiveness of social accounts is predicted by the casual attributions embedded within the account, and further that this relationship would be moderated by the status relationship between the account-giver and account-receiver. Results indicated that external attributions were negatively predictive of account effectiveness, and unstable attributions were positively predictive of account effectiveness. As hypothesized, the relationship between attributional dimensions and account effectiveness was stronger for accounts communicated downwards (from a high status account-giver to a low status account-receiver) that accounts communicated upwards. These results show that attributional theory provides a valid conceptual framework for understanding how and why social accounts affect outcomes.
Notes: Revision of: Attribution theory and social accounts. 1999.

"Revised May 1999."

Includes bibliographical references (p. 26-32).