We consider an organization in which two activities need to be coordinated with each other (standardization), and yet also need to respond to local conditions (customization). Control of the activities can be allocated among two privately informed but biased local agents (employees) and an uninformed but unbiased central agent (manager). We analyze how the allocation of decisions rights within ...

Abstract Anthropomorphism is the attribution of human features to non-human subjects. Anthropomorphized organizations acquire in minds their members a unique identity, which becomes capable guiding members’ motivations, with important managerial implications. Ashforth et al. (Acad Manage Rev https://doi.org/10.5465/amr.2016.0496 , 2018) offered theoretical model anthropomorphism organizations, ...

background: the concept of organizational learning capability (olc) emphasizes the importance of facilitating factors for organizational learning or the organizational propensity to learn. consequently, measures of olc have traditionally determined their dimensions or facilitating factors based on the literature. the purpose of this study was to validate and evaluate the factorial construction ...

An organization will often use a specialized technical language that is understood by its members but not by others. We develop a theory of optimal organizational languages and identify a key trade-o¤ between facilitating internal communication and encouraging communication with other organizations. “Dialects”are suboptimal: two organizations will either share the same language or develop two e...

In this paper I argue that a qualitative formalization of built environments needs to take into account: (1) the ontological distinction between bonafide and fiat boundaries and objects, (2) the different character of constraints on relations involving these different kinds of boundaries and objects, (3) the distinction between partition forming and non-partition forming objects, and (4) the fu...

The papers of this special issue were presented or were inspired by a special track on “I-Know’03 – Third International Conference on Knowledge Management” in Graz organized by the Know-Center. The guest editor wishes to acknowledge the contributions of the authors, reviewers, and discussants which have made the special track a valuable experience for all participants. This introduction gives a...