Individual and organizational conditions for the emergence and evolution of bandwagons
Davide Secchi () and
Nicole L. Gullekson ()
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Davide Secchi: University of Southern Denmark
Nicole L. Gullekson: University of Wisconsin
Computational and Mathematical Organization Theory, 2016, vol. 22, issue 1, No 5, 88-133
Abstract What makes employees adopt a particular innovation, practice, or idea? And what makes it more likely for adoption to spread wide in an organization? This paper presents an agent-based model that simulates interactions among employees to analyze the spread of bandwagons. Agents are subject to conformity and peer pressure as well as to a two-level organizational hierarchy. In the model, perceptions of the surrounding environment depend on individual cognitive attitudes (or ‘tolerance’ to bandwagons), the level of ambiguity attached to social relationships, and organization size. Findings show that the probability of widespread diffusion (i.e., bandwagon) is dependent more on organizational size, conformity, and interactions than ambiguity and individual attitudes.
Keywords: Bandwagon; Cultural conformity; Organizational culture; Social relationships; Collective mindlessness; Agent-based model (search for similar items in EconPapers)
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