TY  - CHAP
AB  - 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.
VL  - 40
SN  - 978-1-78756-329-2, 978-1-78756-330-8/0742-3322
DO  - 10.1108/S0742-332220180000040001
UR  - https://doi.org/10.1108/S0742-332220180000040001
AU  - Koçak Özgecan
AU  - Puranam Phanish
PY  - 2018
Y1  - 2018/01/01
TI  - Designing a Culture of Collaboration: When Changing Beliefs Is (Not) Enough
T2  - Organization Design
T3  - Advances in Strategic Management
PB  - Emerald Publishing Limited
SP  - 27
EP  - 52
Y2  - 2024/04/19
ER  -