CAUSAL ATTRIBUTIONS FOR POORLY PERFORMING PROJECTS - THEIR EFFECT ON PROJECT CONTINUATION DECISIONS

This study examined the escalation problem within an attribution theor y framework. Students read a case scenario containing causal attributi on information that described a poorly performing project under their supervision. They made estimates of its future success, as well as a d ecision whether to continue it. Perceived stability of causality had t he primary effect on expectancy of success. A project whose performanc e downturn was attributed to a stable cause had a lower expectancy. Lo cus of causality had a smaller but still significant effect. Project d ownturns attributed to internal causes had a lower expectancy. Expecta ncy of success was significantly correlated with project continuation decisions. Discrepancies between these results and those reported by S taw and Ross (1978) are accounted for in terms of Weiner's (1985, 1986 ) attributional analysis.