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Role of Attribution Post -Performance Feedback on Escalation/De-escalation of Conflict Strategies

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In the context of innovation implementation, we studied the interaction effect of performance feedback with internal and external attribution respectively on the escalation of conflict strategies namely dominating, collaborating and avoiding using the data from 229 Indian managers.
We found interaction effect of feedback and internal attribution on de-escalation of dominating and avoiding strategy. While we found interaction effect of feedback and external attribution on escalation of collaborating strategy. The overall findings were supportive of results obtained by Staw & Ross (1978) study of attribution post-performance feedback on escalation of commitment.

Author(s):

P PADMAVATHY DHILLON    
Indian Institute of Management Calcutta
India

Bhartendu Nath Srivastava    
Indian Institute of Management Calcutta
India

Chetan Joshi    
Indian Institute of Management Calcutta
India