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The effect of organizational performance feedback on team attention focus

Lucas, Gerardus J. M.; Zijlmans, Marius H. M.; Meeus, Marius T. H.; Blettner, Daniela P.


Marius H. M. Zijlmans

Marius T. H. Meeus

Daniela P. Blettner


Kristian J. Sund

Robert J. Galavan

Anne Sigismund Huff


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.


Lucas, G. J. M., Zijlmans, M. H. M., Meeus, M. T. H., & Blettner, D. P. (2016). The effect of organizational performance feedback on team attention focus. In K. J. Sund, R. J. Galavan, & A. S. Huff (Eds.), Uncertainty and Strategic Decision Making, 171-190. Emerald

Acceptance Date Apr 27, 2016
Online Publication Date Nov 14, 2016
Publication Date Nov 14, 2016
Deposit Date Dec 21, 2018
Publisher Emerald
Pages 171-190
Series ISSN 2397-5210
Book Title Uncertainty and Strategic Decision Making
ISBN 9781786351708
Public URL
Publisher URL