2013/14 | LEM Working Paper Series | ||||||||||||||||
![]() |
|||||||||||||||||
The dynamics of organizational structures and performances under diverging distributions of knowledge and different power structures | |||||||||||||||||
Giovanni Dosi, Luigi Marengo |
|||||||||||||||||
Keywords | |||||||||||||||||
![]() |
![]() |
||||||||||||||||
authority, power, distributed knowledge
|
|||||||||||||||||
JEL Classifications | |||||||||||||||||
![]() |
![]() |
||||||||||||||||
D21, D23, D71
|
|||||||||||||||||
Abstract | |||||||||||||||||
![]() |
![]() |
||||||||||||||||
In this work we analyze the characteristics and dynamics of orga-
nizations wherein members diverge in terms of capabilities and visions
they hold, and interests which they pursue. In particular we examine
how different forms of power can achieve coordination among such
diverse capabilities, visions and interests while at the same time en-
suring control and allowing mutual learning. By means of a simple
simulation model of collective decisions by heterogeneous agents, we
will examine three different forms of power, ranging from the power
to design the organization, to the power to overrule by veto or fiat
the others’ decisions, to the power to shape the very preferences of
the members of the organization. We study the efficiency of different
balances between the three foregoing mechanisms, within a framework
in which indeed organizations “aggregate” and make compatible dif-
ferent pieces of distributed knowledge, but the causation arrow goes
also the other way round: organizations shape the characteristics and
distribution of knowledge itself, and of the micro “visions” and judge-
ments.
|
Downloads
|
![]() ![]() |
|
![]()
|
![]() |