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dc.contributor.authorPorter, C. O. L. H.en_US
dc.contributor.authorGogus, I.en_US
dc.contributor.authorYu, R. C. F.en_US
dc.date.accessioned2015-07-28T12:00:43Z
dc.date.available2015-07-28T12:00:43Z
dc.date.issued2011en_US
dc.identifier.issn0269-994X
dc.identifier.urihttp://hdl.handle.net/11693/12240
dc.description.abstractAlthough a considerable amount of theoretical and empirical attention has been devoted to understanding individuals' responses to goal–performance discrepancies (GPDs), little attention has been devoted to examining how teams respond to GPDs. The present research sought to examine how teams responded to negative GPDs. We predicted that failing to reach higher goals would be perceived as less negative than failing to reach lower goals, and we examined the moderating influence of setting higher versus lower goals on how teams responded to performance that fell short of those goals. We also examined the role that efficacy beliefs that were formed early in those teams played in further explaining these effects. Results from 94 teams who all failed to reach self-set goals revealed that teams that failed to reach higher goals downwardly revised their goals less than teams that failed to reach lower goals. Early efficacy beliefs further explained these effects. High efficacy beliefs lessened the negative effects of failing to reach lower goals on subsequent goals. High efficacy beliefs also lessened the negative effects of failing to reach higher goals while low efficacy beliefs strengthened the negative effects of failing to reach higher goals. The implications of these findings for theory, research, and practice are discussed.en_US
dc.language.isoEnglishen_US
dc.source.titleApplied Psychologyen_US
dc.relation.isversionofhttp://dx.doi.org/10.1111/j.1464-0597.2011.00451.xen_US
dc.subjectSelf-efficacyen_US
dc.subjectCollective Efflcacyen_US
dc.subjectCasual Attributionsen_US
dc.subjectWork Teamsen_US
dc.subjectFeedbacken_US
dc.subjectModelen_US
dc.subjectRevisionen_US
dc.subjectBehavioren_US
dc.subjectDiscrepanciesen_US
dc.subjectConstructsen_US
dc.titleThe influence of early efficacy beliefs on teams' reactions to failing to reach performance goalsen_US
dc.typeArticleen_US
dc.departmentDepartment of Managementen_US
dc.citation.spage645en_US
dc.citation.epage669en_US
dc.citation.volumeNumber60en_US
dc.citation.issueNumber4en_US
dc.identifier.doi10.1111/j.1464-0597.2011.00451.xen_US
dc.publisherBlackwell Publishing Ltden_US


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