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Watercooler chat, organizational structure and corporate culture

Listed author(s):
  • Newton, Jonathan
  • Wait, Andrew
  • Angus, Simon D.

Modeling firms as networks of employees, occasional collaborative decision making around the office watercooler changes long run employee behavior (corporate culture). The culture that emerges in a given team of employees depends on team size and on how the team is connected to the wider firm. The implications of the model for organizational design are explored and related to empirical research on communication, innovation, the size and decision making of corporate boards and trends in the design of hierarchical structures.

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File URL: http://econ-wpseries.com/2016/201603.pdf
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Paper provided by University of Sydney, School of Economics in its series Working Papers with number 2016-03.

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Date of creation: Feb 2016
Handle: RePEc:syd:wpaper:2016-03
Contact details of provider: Postal:
Sydney, NSW 2006

Phone: 61 +2 9351 5055
Fax: 61 +2 9351 4341
Web page: http://sydney.edu.au/arts/economics
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