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| Author: | Carley, K. M. Lin, Ziang |
| Title: | A theoretical study of organizational performance under information distortion. |
| Journal: | Management Science
1997 : JUL, VOL. 43:7, p. 976-997 |
| Index terms: | ORGANIZATIONAL PERFORMANCE SIMULATION ORGANIZATIONAL CULTURE INFORMATION ORGANIZATIONAL BEHAVIOUR |
| Language: | eng |
| Abstract: | The authors present a formal information-based network model of organizational performance given a distributed decision making environment in which agents encounter a radar detection task. They examine the performance of organizations with various designs in different task environments subject to various types of information distortion. They distinguish five sources of information distortion: missing information, incorrect information, agent unavailability, communication channel breakdowns, and agent turnover. The analysis suggests that: regardless of information distortion, performance is enhanced if there is a match between the complexity of organizational design and task environment; task environment characteristics have more effect on performance than information distortion and the organizational design. |
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