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

ISBN: 978-1-78756-330-8, eISBN: 978-1-78756-329-2

Publication date: 10 December 2018

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.

Keywords

Acknowledgements

Acknowledgments

The authors thank Jeho Lee, Hart Posen, Prothit Sen, and participants at the fourth Asian Management Research Consortium (2018) for their helpful suggestions.

Citation

Koçak, Ö. and Puranam, P. (2018), "Designing a Culture of Collaboration: When Changing Beliefs Is (Not) Enough", Organization Design (Advances in Strategic Management, Vol. 40), Emerald Publishing Limited, Leeds, pp. 27-52. https://doi.org/10.1108/S0742-332220180000040001

Publisher

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Emerald Publishing Limited