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.
|Title of host publication||New Horizons in Managerial and Organizational Cognition.|
|Subtitle of host publication||Uncertainty and Strategic Decision making.|
|Editors||K.J. Sund, R.J. Galavan, A.S. Huff|
|Publisher||Emerald Group Publishing Ltd.|
|Publication status||Published - 1 Oct 2016|
|Name||New Horizons in Managerial Cognition|
- Organizational performance feedback; attention; strategic decision-making
Lucas, G. J. M., Zijlmans, M., Meeus, M. T. H., & Blettner, D. P. (2016). The effect of organizational learning from performance feedback on team attention focus. In K. J. Sund, R. J. Galavan, & A. S. Huff (Eds.), New Horizons in Managerial and Organizational Cognition.: Uncertainty and Strategic Decision making. (pp. 171-191). (New Horizons in Managerial Cognition). Emerald Group Publishing Ltd..