The Illusion of Leadership: Misattribution of Cause in Coordination Games
Organization Science
Lost in translation?!: the need for a boundary spanner between business and it
Proceedings of the 2010 Special Interest Group on Management Information System's 48th annual conference on Computer personnel research on Computer personnel research
Manufacturing & Service Operations Management
Organizational Learning: From Experience to Knowledge
Organization Science
TMS and team behavioural integration
Information Systems Journal
Information, Technology, and Information Worker Productivity
Information Systems Research
Relational Contracts and Organizational Capabilities
Organization Science
The Microevolution of Routines: How Problem Solving and Social Preferences Interact
Organization Science
Computational & Mathematical Organization Theory
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We use laboratory experiments to explore merger failure due to conflicting organizational cultures. We introduce a laboratory paradigm for studying organizational culture that captures several key elements of the phenomenon. In our experiments, we allow subjects in "firms" to develop a culture, and then merge two firms. As expected, performance decreases following the merging of two laboratory firms. In addition, subjects overestimate the performance of the merged firm and attribute the decrease in performance to members of the other firm rather than to situational difficulties created by conflicting culture.