Designing a Culture of Collaboration: When Changing Beliefs Is (Not) Enough

4区 管理学 Q3 Economics, Econometrics and Finance
Özgecan Koçak, P. Puranam
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引用次数: 6

Abstract

Organizational cultures that facilitate collaboration are valuable, but little is known about how to create them. The authors investigate the microfoundations of this problem using computational models of dyadic coupled learning. The authors find that merely altering initial beliefs about the consequence of actions (without altering the consequences themselves) can under some conditions create cultures that promote collaboration. The results of this study show why the right initial “framing” of a situation – established for instance through persuasive rhetoric, an inspiring vision, or careful recruitment choices – may under the right conditions be self-reinforcing, instead of becoming empty symbolism.
设计合作文化:当改变信仰是(不够的)
促进协作的组织文化是有价值的,但人们对如何创造这种文化知之甚少。作者使用二元耦合学习的计算模型研究了这个问题的微观基础。作者发现,在某些条件下,仅仅改变对行为后果的最初信念(而不改变后果本身)就可以创造促进合作的文化。这项研究的结果表明,为什么在正确的条件下,对一种情况的正确初始“框架”——例如通过有说服力的修辞、鼓舞人心的愿景或谨慎的招聘选择——可能会自我强化,而不是成为空洞的象征。
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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来源期刊
CiteScore
1.00
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0.00%
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期刊介绍: Advances in Strategic Management is dedicated to communicating innovative, new research that advances theory and practice in Strategic Management. The domain of the series encompasses, but is not limited to, corporate and business unit strategy, strategic organization and process, alliances and networks, and competitive dynamics. The series is committed to expanding the scope of Strategic Management theory and analysis and enriching practice by: -Encouraging multitheoretical approaches that span multiple social science disciplines -Welcoming papers using a diversity of innovative research methods -Creating focused volumes that explore in depth promising new research directions, consolidate research streams, and address significant current theoretical and practical problems.
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