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Organization Culture as a Complex System: Balance and Information in Models of Influence and Selection

Author

Listed:
  • Kenneth A. Frank

    (Room 460, Erickson Hall, East Lansing, Michigan State University, Michigan 48824-1034)

  • Kyle Fahrbach

    (Room 460, Erickson Hall, East Lansing, Michigan State University, Michigan 48824-1034)

Abstract

We define the complex system underlying organizational culture by incorporating the social-psychological principles of balance and information (B-I) into models of influence (changes in attitudes as a function of interaction) and selection (changes in interaction). We identify information based influence as a potential anchor for actors' sentiments so that they are not overwhelmed by normative influence. In the model of selection, we identify the pursuit of information as an important counterbalance to the effect of homophily (interacting with others like oneself). Using the tools of dynamic systems we show how our models generate the full range of equilibria of complex systems. Through simulations we also explore how our system responds to exogenous effects.

Suggested Citation

  • Kenneth A. Frank & Kyle Fahrbach, 1999. "Organization Culture as a Complex System: Balance and Information in Models of Influence and Selection," Organization Science, INFORMS, vol. 10(3), pages 253-277, June.
    • Handle: RePEc:inm:ororsc:v:10:y:1999:i:3:p:253-277
    DOI: 10.1287/orsc.10.3.253
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    Citations

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    Cited by:

    1. Philip Anderson, 1999. "Perspective: Complexity Theory and Organization Science," Organization Science, INFORMS, vol. 10(3), pages 216-232, June.
    2. Martín-Rojas, Rodrigo & García-Morales, Victor J. & Garrido-Moreno, Aurora & Salmador-Sánchez, Maria Paz, 2021. "Social Media Use and the Challenge of Complexity: Evidence from the Technology Sector," Journal of Business Research, Elsevier, vol. 129(C), pages 621-640.
    3. McKelvey Bill, 2016. "Complexity Ingredients Required For Entrepreneurial Success," Entrepreneurship Research Journal, De Gruyter, vol. 6(1), pages 53-73, January.
    4. Kaia Kask, 2003. "The influence of investors’ behaviour and organisational culture on value investing," University of Tartu - Faculty of Economics and Business Administration, in: Maaja Vadi (ed.), Organisational Culture in Estonia : Manifestations and Consequences, edition 1, volume 16, chapter 13, pages 237-255, Faculty of Economics and Business Administration, University of Tartu (Estonia).
    5. Schlaile, Michael P. & Bogner, Kristina & Muelder, Laura, 2021. "It’s more than complicated! Using organizational memetics to capture the complexity of organizational culture," Journal of Business Research, Elsevier, vol. 129(C), pages 801-812.
    6. Lincoln, James R. & Guillot, Didier, 2004. "Durkheim and Organizational Culture," Institute for Research on Labor and Employment, Working Paper Series qt00v999cr, Institute of Industrial Relations, UC Berkeley.
    7. Lincoln, James R. & Doerr, Bernadette, 2012. "Cultural Effects on Employee Loyalty in Japan and The U. S.: Individual- or Organization-Level? An Analysis of Plant and Employee Survey Data from the 80’s," Institute for Research on Labor and Employment, Working Paper Series qt8sc9k91b, Institute of Industrial Relations, UC Berkeley.
    8. Michael Mäs & Andreas Flache & Károly Takács & Karen A. Jehn, 2013. "In the Short Term We Divide, in the Long Term We Unite: Demographic Crisscrossing and the Effects of Faultlines on Subgroup Polarization," Organization Science, INFORMS, vol. 24(3), pages 716-736, June.

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