"Success ruins everything."

“This article outlines a approach to explain. In comparison with need-satisfaction and expectancy models of job attitudes and motivation, the social information processing perspective emphasizes the effects of context and the consequences of past choices, rather than individual predispositions and rational decision-making processes. When an individual develops statements about attitudes or needs, he or she uses social information - information about past behavior and about what others think. The process of attributing attitudes or needs from behavior is itself affected by commitment processes, by the saliency and relevance of information, and by the need to develop socially acceptable and legitimate rationalizations for actions. Both attitudes and need statements, as well as characterizations of jobs, are affected by informational social influence. The implications of the social information processing perspective for organization development efforts and programs of job redesign are discussed.”

“People as adaptive organisms adjust their behavior and beliefs to the social context and to the reality of their own past and present behavior and situation.”

“Commitment is a state of being in which an individual becomes bound by his actions and through this actions to beliefs that sustain his activities and his own involvement.”

“The criticality of a resource can be measured as the ability of an organization to function in the absence of the resource or in the absence of the market for the output.”

“Two contributors to explicitness are the observability of the act and the unequivocality of the act. Some acts are not observable and we may know them only by inference from assumed consequences. You leave a dollar bill on a checkout counter, turn away for a moment, then find it missing. The consequence is obvious, but do you know if the customer next to you took it or if it was carried away by a draft from the open door? Acts themselves can be equivocal, forgotten, or otherwise intractable.”

“The most frequently encountered view of commitment in organizations is one having to do with an individual's psychological bond to the organization.”