Informal practices as drivers of formal practices: A case study of a business banking center
Type de matériel :
TexteLangue : français Détails de publication : 2018.
Ressources en ligne : Abrégé : 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?
Nous n'avons pas d'exemplaire de ce document
67
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?
Réseaux sociaux