Dynamics of organizational culture: Individual beliefs vs. social conformity

Abstract

The complex nature of organizational culture challenges our ability to infers its underlying dynamics from observational studies. Recent computational studies have adopted a distinct different view, where plausible mechanisms are proposed to describe a wide range of social phenomena, including the onset and evolution of organizational culture. In this spirit, this work introduces an empirically-grounded, agent-based model which relaxes a set of assumptions that describes past work - (a) omittance of an individual's strive for achieving cognitive coherence, (b) limited integration of important contextual factors - by utilizing networks of beliefs and incorporating social rank into the dynamics. As a result, we illustrate that: (i) an organization may appear to be increasingly coherent in terms of organizational culture, yet be composed of individuals with reduced levels of coherence, (ii) the components of social conformity - peer-pressure and social rank - are influential at different aggregation levels.

arXiv comment20 pages, 8 figures

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