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Henrich R. Greve, joined here by Sheen S. Levine, calls for presenting empirical data in more graphical forms than currently is the standard in management journals. This would benefit the advancement of science in many ways: showing the potential importance of the phenomenon under study to allowing a visual understanding of its relationships, thus connecting the reader to the evidence beyond the statistics shown. Do we have here a beast or a star? Without following the recommendations to start graphing as put forward by Greve and Levine, the reader would never know.
Top management plays a central role in interpreting the organization’s performance and communicating to stakeholders. Management’s performance attributions set the tone for accountability and shape organizational climate. However, prior studies of the relationships between attribution patterns and subsequent performance have been limited and reported mixed results. This study extends this literature stream by examining the relationships of four different types of attribution and subsequent performance concurrently and testing them in a two-country sample. We find a significant positive relationship between positive internal attribution and subsequent performance, and reaffirm prior findings on negative external attribution and performance.