Attributing responsibility for success and failure in teams

M.V. Jones, M. Allen, D. Sheffield, P.J. McCarthy

Research output: Contribution to conferenceAbstract

Abstract

In organizational settings teams are given credit for success, while individuals tend to be singled out as the cause of team failure (Naquin & Tynan, 2003:Journal of Applied Psychology, 88, 332 – 340). This is proposed to occur because failure triggers counterfactual thinking, whereby thoughts of alternative outcomes are generated (Roese, 1997: Psychological Bulletin, 121, 133 – 148). Because people are more likely to have counterfactual thoughts that target individuals, their attributions are biased accordingly. In this study, the existence of this ‘‘team halo effect’’ was examined across three samples of team sport participants and sport fans. After receiving ethics approval from the authors’ institution, team and individual attributions were assessed using a similar procedure to that of Naquin and Tynan.
Original languageEnglish
Pages338
Number of pages1
DOIs
Publication statusPublished - Feb 2007

Fingerprint

Responsibility
Attribution
Psychology
Sports fans
Halo effect
Credit
Trigger
Psychological

Keywords

  • team halo effect
  • team success
  • team failure

Cite this

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title = "Attributing responsibility for success and failure in teams",
abstract = "In organizational settings teams are given credit for success, while individuals tend to be singled out as the cause of team failure (Naquin & Tynan, 2003:Journal of Applied Psychology, 88, 332 – 340). This is proposed to occur because failure triggers counterfactual thinking, whereby thoughts of alternative outcomes are generated (Roese, 1997: Psychological Bulletin, 121, 133 – 148). Because people are more likely to have counterfactual thoughts that target individuals, their attributions are biased accordingly. In this study, the existence of this ‘‘team halo effect’’ was examined across three samples of team sport participants and sport fans. After receiving ethics approval from the authors’ institution, team and individual attributions were assessed using a similar procedure to that of Naquin and Tynan.",
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Attributing responsibility for success and failure in teams. / Jones, M.V.; Allen, M.; Sheffield, D.; McCarthy, P.J.

2007. 338.

Research output: Contribution to conferenceAbstract

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AU - Allen, M.

AU - Sheffield, D.

AU - McCarthy, P.J.

PY - 2007/2

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N2 - In organizational settings teams are given credit for success, while individuals tend to be singled out as the cause of team failure (Naquin & Tynan, 2003:Journal of Applied Psychology, 88, 332 – 340). This is proposed to occur because failure triggers counterfactual thinking, whereby thoughts of alternative outcomes are generated (Roese, 1997: Psychological Bulletin, 121, 133 – 148). Because people are more likely to have counterfactual thoughts that target individuals, their attributions are biased accordingly. In this study, the existence of this ‘‘team halo effect’’ was examined across three samples of team sport participants and sport fans. After receiving ethics approval from the authors’ institution, team and individual attributions were assessed using a similar procedure to that of Naquin and Tynan.

AB - In organizational settings teams are given credit for success, while individuals tend to be singled out as the cause of team failure (Naquin & Tynan, 2003:Journal of Applied Psychology, 88, 332 – 340). This is proposed to occur because failure triggers counterfactual thinking, whereby thoughts of alternative outcomes are generated (Roese, 1997: Psychological Bulletin, 121, 133 – 148). Because people are more likely to have counterfactual thoughts that target individuals, their attributions are biased accordingly. In this study, the existence of this ‘‘team halo effect’’ was examined across three samples of team sport participants and sport fans. After receiving ethics approval from the authors’ institution, team and individual attributions were assessed using a similar procedure to that of Naquin and Tynan.

KW - team halo effect

KW - team success

KW - team failure

U2 - 10.1080/02640410600958410

DO - 10.1080/02640410600958410

M3 - Abstract

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ER -