Causal Attributions for Corporate Performance
A Cross-Cultural Comparison of Chinese and U.S. American Companies
Bibliographic Data
| ID | 12910260 |
|---|---|
| Authors | Kaibin Xu (0000-0003-2687-4796, Temple College, corresponding author) |
| Year | 2011 |
| Volume | 4 |
| Issue | 3 |
| Pages | 221-239 |
| Publication date | 2011-05-26 |
| Open Access | No |
| Type | ARTICLE |
| Venue | Journal of International and Intercultural Communication (JOURNAL) |
| Journal identifiers | ISSN: 1751-3065 • E-ISSN: 1751-3057 |
| Publisher | Taylor & Francis (PUBLISHER • GB) |
| DOI | 10.1080/17513057.2011.575951 |
| OpenAlex | W2043085753 |
| Language | EN |
| References cited | 52 |
At the individual level, the self-enhancing attributional tendency has been shown to be more prevalent in North American cultures than in East Asian cultures. However, cross-cultural studies of attribution at the organizational level are scarce. To fill this gap, this study performs a content analysis of 200 corporate annual reports from Chinese and U.S. American companies. The findings suggest that both Chinese and U.S. American companies attribute favorable performance more to internal causes than to external causes, and attribute unfavorable performance more to external causes than to internal causes. However, the proportion of attributions associated with internal causes relative to external causes in explaining favorable performance is significantly greater for U.S. American companies than for Chinese companies
Attribution · Business · Demographic economics · Economics · Corporate Social Responsibility Reporting · Cultural Differences and Values · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology
Research in Organizational Behavior
The New Institutionalism in Organizational Analysis
Is there a universal need for positive self-regard?
Fools Rush in? The Institutional Context of Industry Creation
Situational Salience and Cultural Differences in the Correspondence Bias and Actor-Observer Bias
The Double-Edge of Organizational Legitimation
In Search of East Asian Self-Enhancement
Self-Threat Magnifies the Self-Serving Bias
Cultural entrepreneurship
Managing Legitimacy
Self as Cultural Product
Is There a Universal Positivity Bias in Attributions? A Meta-Analytic Review of Individual, Developmental, and Cultural Differences in the Self-Serving Attributional Bias
Where Is the Evidence for Pancultural Self-Enhancement? A Reply to Sedikides, Gaertner, and Toguchi (2003)
The cultural construction of self-enhancement
Causal attribution across cultures
Pancultural self-enhancement reloaded
Culture and the self
Culture and cause
Self-serving biases in the attribution process
Organizational Legitimacy
Psychological Universals
Self-serving biases in the attribution of causality
Causal Attribution Perception in Sports Achievement
East-West Differences in Attributions for Company Performance
Making Sense of East Asian Self-Enhancement
They Saw a Game
An External Orientation to the Study of Causal Beliefs
| Highly cited | No |
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