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