Where will the axe fall? An integrative framework for understanding attributions after a business failure
Abstract
Purpose
This study aims to examine the types of attributions after a business failure. Although business failure has garnered a plethora of scholarly attention, there remains an ambiguity and a lack of clarity about the process and types of attribution after a business failure.
Design/methodology/approach
The paper is based on a synthesis of the multiple streams of research on the subject. This led to the development of an integrated framework of attributions after business failure.
Findings
The paper integrates the business failure literature and attribution theory to develop a 2 × 2 conceptual framework which accounts for not only the effect on pace (time) but also locus of causality in the attribution process. Crossing the two main causes of business failure with two types of attribution produces the 2 × 2 matrix of types of attribution after a business failure which includes early internal attribution, late internal attribution, early external attribution and late external attribution.
Research limitations/implications
The theorisation of the literature offers a number of implications for theory and practice.
Originality/value
The study also explains the underlying processes inherent in learning from others’ failures and consequences of business failure. The framework removes some of the ambiguity in the existing literature and outlines a number of fruitful avenues for future research.
Keywords
Acknowledgements
The authors acknowledge the anonymous European Business Review’s reviewers for their helpful suggestions in the preparation of this manuscript.
The preliminary version of this article was presented at the Annual Conference of the Academy of International Business (UK and Ireland). I am extremely grateful to the participants for their comments and suggestions.
Citation
Amankwah-Amoah, J. (2015), "Where will the axe fall? An integrative framework for understanding attributions after a business failure", European Business Review, Vol. 27 No. 4, pp. 409-429. https://doi.org/10.1108/EBR-05-2014-0046
Publisher
:Emerald Group Publishing Limited
Copyright © 2015, Emerald Group Publishing Limited