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Cited by 258

The DOI matches its Crossref record; 3 of the 3 references it cites were found in a registry or an index.

Self‐serving attributions, managerial cognition, and company performance

Clapham, Stephen E., Schwenk, Charles R.·1991·Strategic Management Journal

Abstract

Past research using managers' attributions for good and poor performance in annual reports has repeatedly demonstrated that management takes credit for good outcomes. However, there is disagreement about whether this pattern of attributions reflects attempts to manage impressions in stakeholders or biased perceptions on the part of management, and whether it is associated with increases or decreases in future performance. In this study, attributions in letters to shareholders in the annual reports of public utilities were analyzed. The results showed the same general pattern of attributions as was found in previous studies. However, the relationship between this pattern of attributions and performance (earnings per share growth) was generally negative. Implications of these results for future research are discussed.

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Metadata

Authors
Clapham, S. E., & Schwenk, C. R.
Venue
Strategic Management Journal
Publisher
Wiley
Published
1991-03
Volume
12
Issue
3
Pages
219-229
ISSN
  • 0143-2095 (ISSN-L)
  • 1097-0266
OpenAlex
W2017138664
Cited by
258
References
3
FWCI
11.18
Type
journal article
Language
en
Open access
closed

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CoChat. (2026). Citation check: Self‐serving attributions, managerial cognition, and company performance. https://app.cochat.ai/papers/10.1002/smj.4250120305
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Clapham, S. E., & Schwenk, C. R. (1991). Self‐serving attributions, managerial cognition, and company performance. Strategic Management Journal. https://doi.org/10.1002/smj.4250120305

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Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).

Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.