Organizational dynamics: culture, design, and performance

Abstract We examine the two-way interplay between organizational cultures and design, where culture is modeled as prevailing social identities among workplace groups that can affect project choices. In a setting cultural dynamics depend on expected relative payoffs of holding different identities, we investigate how tribalism charismatic leadership shape steady-state cultures. show strong be virtue when it permits greater delegated authority, but vice poorly aligned with objectives. apply our analysis to concrete debates about interaction performance, (JEL L23, M14).