Organizational dynamics: culture, design, and performance
研究了组织文化与设计之间的双向互动，将文化建模为工作群体中的主流社会身份，探讨部落主义和魅力型领导如何影响组织动态和稳态文化，并分析强文化在授权与目标一致性方面的利弊。
Abstract We examine the two-way interplay between organizational cultures and organizational design, where culture is modeled as the prevailing social identities among workplace groups that can affect project choices. In a setting where cultural dynamics depend on the expected relative payoffs of holding different identities, we investigate how tribalism and charismatic leadership shape organizational dynamics and steady-state cultures. We show how a strong culture can be a virtue when it permits greater delegated authority, but a vice when the culture is poorly aligned with organizational objectives. We apply our analysis to concrete debates about the interaction of design, performance, and culture.