Considering rational self-interest as a disposition: organizational implications of other orientation.
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.
Meglino
Bruce M
BM
Moore School of Business, University of South Carolina, Columbia, SC 29208, USA. meglino@moore.sc.edu
Korsgaard
Audrey
A
D003469:Culture; D006801:Humans; D009042:Motivation; D015279:Organizational Culture