Informal practices as drivers of formal practices: A case study of a business banking center

Quand l’organisation informelle nourrit l’organisation formelle dans un centre d’affaires bancaire

François Geoffroy () and Pascal Koeberlé ()
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François Geoffroy: CRIISEA - Centre de Recherche sur les Institutions, l'Industrie et les Systèmes Économiques d'Amiens - UR UPJV 3908 - UPJV - Université de Picardie Jules Verne
Pascal Koeberlé: CRIISEA - Centre de Recherche sur les Institutions, l'Industrie et les Systèmes Économiques d'Amiens - UR UPJV 3908 - UPJV - Université de Picardie Jules Verne

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Abstract: Barnard (1938) and Roethlisberger and Dickson (1939) opened a new research avenue by considering organizations as systems that are made of both formal and informal attributes. While the study of the relationship between them may bring new insights into processes of organizational behavior (Hunter 2015), the existing literature has overlooked how formal structures foster the emergence of informal practices and processes (Soda and Zaheer 2012). To partially address this limitation, we conducted a participant observation study in a business banking center. We ask the following research question: How do formal and informal activities coexist in decision making in a business banking center?

Date: 2018-12-10
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Published in Revue management & avenir, 2018, 105 (7), pp.121-142. ⟨10.3917/mav.105.0121⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04087022

DOI: 10.3917/mav.105.0121

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