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Journal of Management, Vol. 33, No. 4, 525-546 (2007)
DOI: 10.1177/0149206307302549
© 2007 Southern Management Association

Situation Invisibility and Attribution in Distributed Collaborations

Catherine Durnell Cramton

School of Management, George Mason University, Mail Stop 5F5, Fairfax, VA 20030, ccramton{at}gmu.edu

Kara L. Orvis

Aptima, Inc., 12 Gill Street, Suite 1400, Woburn, MA 01801

Jeanne M. Wilson

School of Business, College of William and Mary, P.O. Box 8795, Williamsburg, VA 23187-8795

This article expands theoretical and empirical understanding of interpersonal relationships under distributed conditions by highlighting the importance and consequences of situation invisibility. In a laboratory study, the authors demonstrate that distributed teammates are significantly more likely than collocated teammates to make internal dispositional attributions rather than situational attributions concerning negative partner behavior because of situation invisibility. These dispositional attributions in turn affect relational outcomes such as satisfaction and cohesion. The authors also demonstrate the impact of situational explanation as an antidote to situation invisibility.

Key Words: attribution • virtual teams • distributed teams • dispersed teams • teams


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[Abstract] [PDF]