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The Effect of Organizational Performance Feedback on Team Attention Focus

Uncertainty and Strategic Decision Making

ISBN: 978-1-78635-170-8, eISBN: 978-1-78635-169-2

Publication date: 5 November 2016


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.




Earlier versions of this chapter were presented at the 2015 Frontiers in MOC conference and the 2015 Academy of Management Annual Meeting. We are grateful for comments from reviewers and attendees from these conferences as well as those from participants in the summer 2015 Write Club at the Beedie School of Business, Simon Fraser University. This chapter is based in part on bachelor thesis work by the second author. Data used in this study were collected as part of the first author’s doctoral work funded by the Center for Innovation Research at Tilburg University.


Lucas, G.J.M., Zijlmans, M.H.M., Meeus, M.T.H. and Blettner, D.P. (2016), "The Effect of Organizational Performance Feedback on Team Attention Focus", Uncertainty and Strategic Decision Making (New Horizons in Managerial and Organizational Cognition), Emerald Group Publishing Limited, Bingley, pp. 171-190.



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