Watercooler chat, organizational structure and corporate culture

Jonathan Newton, Andrew Wait () and Simon Angus ()

No 2016-03, Working Papers from University of Sydney, School of Economics

Abstract: Modeling firms as networks of employees, occasional collaborative decision making around the office watercooler changes long run employee behavior (corporate culture). The culture that emerges in a given team of employees depends on team size and on how the team is connected to the wider firm. The implications of the model for organizational design are explored and related to empirical research on communication, innovation, the size and decision making of corporate boards and trends in the design of hierarchical structures.

Keywords: Shared intentions; hierarchies; teams; delayering; networks; corporate boards (search for similar items in EconPapers)
Date: 2016-02
New Economics Papers: this item is included in nep-bec and nep-sbm
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Citations: View citations in EconPapers (2)

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Related works:
Journal Article: Watercooler chat, organizational structure and corporate culture (2019)
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