Attribution theory in the organizational sciences: A case of unrealized potential

265 citations recorded by the source corpus.

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Feeling Good by Doing Good: Employee CSR-Induced Attributions, Job Satisfaction, and the Role of Charismatic Leadership (2013, background): “Second, the extant literature is silent on the role of attributional inferences into how employees assess and respond to CSR initiatives (Martinko et al. 2011).”
The effects of managerial and employee attributions for corporate social responsibility initiatives (2017, background): “We posit that employees’ attributions have significant implications for work-related motivation (Ferris, Bhawuk, Fedor, & Judge, 1995; Martinko et al., 2011) with potential to undermine CSR effectiveness, in part, because employees themselves may fail to be motivated by CSR activities.”
When corporate social responsibility (CSR) increases performance: exploring the role of intrinsic and extrinsic CSR attribution (2015, background): “Thus, the perceived reason of why an organization invests in CSR may explain more effectively how stakeholders perceive this organization and its practices and consequently, how these stakeholders behave toward the organization (Martinko et al. 2011).”