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- W2076193147 abstract "In the wake of negative organizational events, research directs the involved actors to apologize. However, “apologies” often communicate two, distinct messages: responsibility (they take blame) and regret (they express remorse). Though theoretically and practically distinguishable, taking blame and expressing remorse, independently, have not received much research attention. This leaves an important gap, as organizational actors often do one without the other. My research focuses on blame-taking, examining its independent incidence and effectiveness after a common event: a failure with multiple causes. Study 1 investigated incidence, asking consultants to reflect on a failure that they had personally experienced. Their responses suggested that blame-taking is rare and confined to leaders and minor failures. Study 2 sampled separate consultants from the same firm; they reacted to someone who took blame or expressed remorse for the Study 1 stories. Notwithstanding its scarcity, blame-taking was roundly rewarded by the Study 2 participants, in comparison to remorse. With a sample of working adults, Study 3 replicated these effects and documented a reason: blame-taking establishes an actor’s character more than remorse. Overall, this research highlights a potential disconnect between what organizational actors do and what others want them to do. People appear quite reluctant to take blame, even though their counterparts would almost uniformly welcome it." @default.
- W2076193147 created "2016-06-24" @default.
- W2076193147 creator A5019567021 @default.
- W2076193147 date "2011-01-01" @default.
- W2076193147 modified "2023-10-05" @default.
- W2076193147 title "THE BLAME-TAKER’S DILEMMA: ACTIONS AND REACTIONS IN THE WAKE OF ORGANIZATIONAL FAILURE" @default.
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- W2076193147 doi "https://doi.org/10.5465/ambpp.2011.65869628" @default.
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