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Threat Rigidity Effects in Organizational Behavior: A Multilevel Analysis

Barry M. Staw, Lance E. Sandelands and Jane E. Dutton
Administrative Science Quarterly
Vol. 26, No. 4 (Dec., 1981), pp. 501-524
DOI: 10.2307/2392337
Stable URL: http://www.jstor.org/stable/2392337
Page Count: 24
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Threat Rigidity Effects in Organizational Behavior: A Multilevel Analysis
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Abstract

This paper explores the case for a general threat-rigidity effect in individual, group, and organizational behavior. Evidence from multiple levels of analysis is summarized, showing a restriction in information processing and constriction of control under threat conditions. Possible mechanisms underlying such a multiple-level effect are explored, as are its possible functional and dysfunctional consequences.

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