Understanding managers’ perceptions of competitiveness in the U.S. woodworking industry is important to those working with companies to help maintain a viable wood manufacturing base. One area of interest relative to the overall business environment involves attribution: What do managers believe is the cause of their firm’s success? Forest Service scientists and university researchers applied attribution theory to U.S. wood manufacturers and found that firms realizing recent success were more likely to attribute success to actions they had taken, while less successful firms placed more weight on external factors outside their control. There are clear implications for technology transfer. In the long term, the competitiveness of firms is a function of both internal and external forces, and the findings of this study will help technology providers tailor programs to align with managers’ perceptions of their situations within a given business environment.