The effect of organizational learning from performance feedback on team attention focus

G.J.M. Lucas, Marius Zijlmans, M.T.H. Meeus, D.P. Blettner

Research output: Chapter in Book/Report/Conference proceedingChapterScientificpeer-review


In this chapter, we present a theory on how organizational performance feedback influences individual decision-maker cognitions and thereby changes a team’s attention focus in terms of strategy. We argue that when performance compares unfavorably to aspiration levels, decision-makers reconsider current strategies in favor of unfamiliar, uncertain ones and become more risk tolerant. Furthermore, as decision-makers devote additional cognitive resources to do so, changes in attention focus in a decision-making team will be observed. Using data from a business simulation and repeated questionnaires, we capture the teams’ attention focus and the organizational performance feedback evaluation process of the individuals and teams.
Original languageEnglish
Title of host publicationNew Horizons in Managerial and Organizational Cognition.
Subtitle of host publication Uncertainty and Strategic Decision making.
EditorsK.J. Sund, R.J. Galavan, A.S. Huff
PublisherEmerald Group Publishing Ltd.
ISBN (Print)978-1-78635-170-8
Publication statusPublished - 1 Oct 2016

Publication series

NameNew Horizons in Managerial Cognition


  • Organizational performance feedback; attention; strategic decision-making


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