Valve's Way

P. Puranam, D. D. Håkonsson
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引用次数: 57

Abstract

What can we learn from outliers? While statisticians rightly warn us against their non-representativeness, we believe it is also true that thinking carefully about what makes them atypical may improve our understanding of the typical case. This is the premise behind the Organization Zoo series. Valve Corporation (Valve) is an unusual firm. It is a rare example of a firm that appears to operate without any formal hierarchy in its organization. What can we learn about the viability of authority hierarchies from Valve’s way of organizing? We wrote a brief account of Valve based on public information sources and asked several renowned organizational experts to comment on this unusual firm. We asked them to write a short commentary on what the Valve example means for organizational theorists and practitioners. Thankfully, they all accepted, and we are excited to present the results of their thinking in this first “exhibit” in the Organization Zoo.
阀的方式
我们能从异常值中学到什么?虽然统计学家正确地警告我们它们不具有代表性,但我们相信,仔细思考是非典型的原因可能会提高我们对典型案例的理解,这也是事实。这是组织动物园系列背后的前提。Valve公司(Valve)是一家不同寻常的公司。这是一个罕见的公司在其组织中似乎没有任何正式等级制度的例子。我们可以从Valve的组织方式中学到什么权威等级的可行性?我们根据公开信息来源简要介绍了Valve,并邀请了几位知名组织专家对这家不同寻常的公司发表评论。我们要求他们就Valve的例子对组织理论家和实践者的意义写一篇简短的评论。谢天谢地,他们都接受了,我们很高兴能在组织动物园的第一个“展览”中展示他们的思考结果。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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