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Path analysis revealed that perceived self-efficacy had both a direct effect on organizational performance and an indirect effect through its influence on analytic strategies. These divergences in self-regulatory factors were accompanied by substantial differences in organizational performance. Ss who managed the organization under an acquirable skill conception of ability sustained their perceived self-efficacy, set challenging organizational goals, and used analytic strategies effectively. Those who performed the challenging managerial task under an entity conception of ability suffered a loss in perceived self-efficacy, lowered their organizational goals, and became less efficient in their analytic strategies. Ss served as managerial decision makers in which they had to match employees to subfunctions and to discover and apply managerial rules to achieve a difficult level of organizational performance. Tested the hypothesis that induced conceptions of ability as a stable entity or as an acquirable skill would affect self-regulatory mechanisms governing performance in a simulated organization. Although the relative strength of the constituent influences changes with increasing experience, these influences operate together as a triadic reciprocal control system. As managers begin to form a self-schema of their efficacy through further experience, the performance system is regulated more strongly and intricately through their self-conceptions of managerial efficacy. Personal goals, in turn, enhance organizational attainments directly and via the mediation of analytic strategies. Path analyses reveal that perceived managerial self-efficacy influences managers' organizational attainments both directly and through its effects on their goal setting and analytic thinking. Organizational complexity and assigned performance standards also serve as contributing influences.

Induced beliefs about the controllability of organizations and the conception of managerial ability strongly affect both managers' self-regulatory processes and their organizational attainments. The interactional causal structure is tested in conjunction with experimentally varied organizational properties and belief systems that can enhance or undermine the operation of the self-regulatory determinants.

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The application of the theory is illustrated in a series of experiments of complex managerial decision making, using a simulated organization. In this causal structure, behavior, cognitive, and other personal factors and environmental events operate as interacting determinants that influence each other bidirectionally. This article analyzes organizational functioning from the perspective of social cognitive theory, which explains psychosocial functioning in terms of triadic reciprocal causation.