Success Attributions within and across Organizations

Managers and organizations need to understand their surrounding environments to exhibit purposeful behaviour. Due to limited cognitive capacity their rationality is limited as well. Attribution and attributional research serves point of departure to capture how managers and organizations make sense of their internal and external environments, enabling them to act purposefully. Explores a set of tentative hypotheses in a small scale study and demonstrates differences in success attributions between managers and across managerial teams in high‐ and low‐performing organizations. Highlights theoretical and managerial implications.