Attribution theory in the organizational sciences: A case of unrealized potential

Martinko, Mark J., Harvey, Paul and Dasborough, Marie T. (2011) Attribution theory in the organizational sciences: A case of unrealized potential. Journal of Organizational Behavior, 32 1: 144-149. doi:10.1002/job.690


Author Martinko, Mark J.
Harvey, Paul
Dasborough, Marie T.
Title Attribution theory in the organizational sciences: A case of unrealized potential
Journal name Journal of Organizational Behavior   Check publisher's open access policy
ISSN 0894-3796
1099-1379
Publication date 2011-01
Year available 2010
Sub-type Article (original research)
DOI 10.1002/job.690
Volume 32
Issue 1
Start page 144
End page 149
Total pages 6
Place of publication Chichester, West Sussex, United Kingdom
Publisher John Wiley & Sons
Language eng
Abstract We argue that although attributional processes appear to affect virtually all goal and reward oriented behavior in organizations, they have not received adequate attention in the organizational sciences. In this Incubator, we encourage scholars to unlock the potential of attribution theory to develop more complete explanations of organizational behavior.
Q-Index Code C1
Q-Index Status Provisional Code
Institutional Status Non-UQ
Additional Notes Article first published online: 24 AUG 2010

Document type: Journal Article
Sub-type: Article (original research)
Collection: UQ Business School Publications
 
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Citation counts: TR Web of Science Citation Count  Cited 25 times in Thomson Reuters Web of Science Article | Citations
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Created: Fri, 19 Apr 2013, 13:45:04 EST by Susan Peeters on behalf of UQ Business School