Managerial influence on attitude formation in organizations: how to manage emergence

Peter Woensel (), Dick Gilder (), Peter Besselaar () and Peter Groenewegen ()
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Peter Woensel: Free University of Amsterdam
Dick Gilder: Free University of Amsterdam
Peter Besselaar: Free University of Amsterdam
Peter Groenewegen: Free University of Amsterdam

Computational and Mathematical Organization Theory, 2017, vol. 23, issue 4, No 3, 496-523

Abstract: Abstract The emergence of a shared attitude in organizations can be regarded as a self-organizing complex process in which a majority attitude emerges from the ensemble of interactions among individuals. Almost by definition, emerging processes seem beyond the control of management, which is in conflict with the task of management to steer an organization. By modeling the emergence of a shared attitude in organizations, we were able to demonstrate that management had a distinct influence on this process. Furthermore, the first round of interactions was decisive for the outcome. The key to influencing the emergence of a shared attitude is to reduce resistance against the preferred attitude. High levels of group conformity inhibited conversion to the preferred attitude. Although the emergence of a shared attitude can be influenced by management, there remains an intrinsic uncertainty in the outcomes of attitude development processes.

Keywords: Complexity; Emergence; Attitude formation; Computer modeling (search for similar items in EconPapers)
Date: 2017
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Citations: View citations in EconPapers (1)

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DOI: 10.1007/s10588-016-9239-8

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