Organizational Structure, Information Flows and Attitude Change

Detalhes bibliográficos
Autor(a) principal: Almeida Costa, Luís
Data de Publicação: 1999
Outros Autores: Amaro de Matos, João
Tipo de documento: Artigo
Idioma: eng
Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
Texto Completo: http://hdl.handle.net/10362/85070
Resumo: The alignment of collective goals and individual behavior has been extensively studied under a principal-agent framework. Two main solutions have been presented: explicit incentive contracts and monitoring. These solutions correspond to changes in the objective situation faced by individuals. However, an extensive literature in social psychology provides evidence that behavior is influenced, not only by situational constraints, but also by attitudes. Therefore, an important dimension of organizational design is to choose the organizational structure and procedures that best contribute to the alignment of attitudes. This paper uses a dynamic model of the process of attitude change to discuss the relationship between organizational structure, the timing of information flows and the process of formation of attitudes. We obtain two main results. First, organizational structure affects the evolution of attitudes in the organization. When the top manager is trying to change the dominant attitude in the organization, the optimal structure is the one in which the communication channels correspond to the links of authority characterizing the formal structure. In contrast, when there is no clearly dominant attitude in the organization, the optimal structure is the one in which the communication channels corresponding to the formal links of authority are complemented by a complete system of informal relation-ships. Second, the process of attitude change is influenced by the timing of information flows. In situations where attitude change is difficult, as when there is a dominant attitude in the organization, change is easier if issues are discussed between individuals in an order determined by the formal structure of authority.
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spelling Organizational Structure, Information Flows and Attitude ChangeThe alignment of collective goals and individual behavior has been extensively studied under a principal-agent framework. Two main solutions have been presented: explicit incentive contracts and monitoring. These solutions correspond to changes in the objective situation faced by individuals. However, an extensive literature in social psychology provides evidence that behavior is influenced, not only by situational constraints, but also by attitudes. Therefore, an important dimension of organizational design is to choose the organizational structure and procedures that best contribute to the alignment of attitudes. This paper uses a dynamic model of the process of attitude change to discuss the relationship between organizational structure, the timing of information flows and the process of formation of attitudes. We obtain two main results. First, organizational structure affects the evolution of attitudes in the organization. When the top manager is trying to change the dominant attitude in the organization, the optimal structure is the one in which the communication channels correspond to the links of authority characterizing the formal structure. In contrast, when there is no clearly dominant attitude in the organization, the optimal structure is the one in which the communication channels corresponding to the formal links of authority are complemented by a complete system of informal relation-ships. Second, the process of attitude change is influenced by the timing of information flows. In situations where attitude change is difficult, as when there is a dominant attitude in the organization, change is easier if issues are discussed between individuals in an order determined by the formal structure of authority.Nova SBERUNAlmeida Costa, LuísAmaro de Matos, João2019-10-22T08:28:39Z1999-101999-10-01T00:00:00Zinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/articleapplication/pdfhttp://hdl.handle.net/10362/85070engAlmeida Costa, Luis and Amaro de Matos, João, Organizational Structure, Information Flows and Attitude Change (October, 1999). FEUNL Working Paper Series No. 368info:eu-repo/semantics/openAccessreponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãoinstacron:RCAAP2024-03-11T04:38:00Zoai:run.unl.pt:10362/85070Portal AgregadorONGhttps://www.rcaap.pt/oai/openaireopendoar:71602024-03-20T03:36:34.208292Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãofalse
dc.title.none.fl_str_mv Organizational Structure, Information Flows and Attitude Change
title Organizational Structure, Information Flows and Attitude Change
spellingShingle Organizational Structure, Information Flows and Attitude Change
Almeida Costa, Luís
title_short Organizational Structure, Information Flows and Attitude Change
title_full Organizational Structure, Information Flows and Attitude Change
title_fullStr Organizational Structure, Information Flows and Attitude Change
title_full_unstemmed Organizational Structure, Information Flows and Attitude Change
title_sort Organizational Structure, Information Flows and Attitude Change
author Almeida Costa, Luís
author_facet Almeida Costa, Luís
Amaro de Matos, João
author_role author
author2 Amaro de Matos, João
author2_role author
dc.contributor.none.fl_str_mv RUN
dc.contributor.author.fl_str_mv Almeida Costa, Luís
Amaro de Matos, João
description The alignment of collective goals and individual behavior has been extensively studied under a principal-agent framework. Two main solutions have been presented: explicit incentive contracts and monitoring. These solutions correspond to changes in the objective situation faced by individuals. However, an extensive literature in social psychology provides evidence that behavior is influenced, not only by situational constraints, but also by attitudes. Therefore, an important dimension of organizational design is to choose the organizational structure and procedures that best contribute to the alignment of attitudes. This paper uses a dynamic model of the process of attitude change to discuss the relationship between organizational structure, the timing of information flows and the process of formation of attitudes. We obtain two main results. First, organizational structure affects the evolution of attitudes in the organization. When the top manager is trying to change the dominant attitude in the organization, the optimal structure is the one in which the communication channels correspond to the links of authority characterizing the formal structure. In contrast, when there is no clearly dominant attitude in the organization, the optimal structure is the one in which the communication channels corresponding to the formal links of authority are complemented by a complete system of informal relation-ships. Second, the process of attitude change is influenced by the timing of information flows. In situations where attitude change is difficult, as when there is a dominant attitude in the organization, change is easier if issues are discussed between individuals in an order determined by the formal structure of authority.
publishDate 1999
dc.date.none.fl_str_mv 1999-10
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dc.relation.none.fl_str_mv Almeida Costa, Luis and Amaro de Matos, João, Organizational Structure, Information Flows and Attitude Change (October, 1999). FEUNL Working Paper Series No. 368
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