2004/01/01 by Bruce M. Meglino, Audrey Korsgaard · 22 citations
Psychology · Business, Management and Accounting · Decision Sciences · #Cultural Differences and Values #Job Satisfaction and Organizational Behavior #Ethics in Business and Education
paper · doi:10.1037/0021-9010.89.6.946
In contrast with major theories of attitudes and behavior, the authors propose that individuals are not equally motivated to pursue their self-interests. The authors show that differences in other orientation affect the extent to which actions and attitudes reflect self-interested calculation (instrumental rationality) and the extent to which beliefs represent their external environment (epistemic rationality). These differences have consequences for processes underlying a wide range of attitudes and behavior typically assumed to be rationally self-interested. Thus, the authors' model exposes a common explanation for diverse organizational phenomena. It also clarifies inconsistencies surrounding the validity of certain attitudinal and motivational models, the relationship between job attitudes and actions, cross-cultural differences in attitudes and behavior, escalation of commitment, and the relationship between chief executive officer characteristics and organizational performance.