On the Origin of Shared Beliefs (and Corporate Culture)
This paper shows why members of an organization often share similar beliefs. I argue that there are two mechanisms. First, when performance depends on making correct decisions, people prefer to work with others who share their beliefs and assumptions, since such others 'will do the right thing&...
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| Formato: | Working Paper |
| Idioma: | en_US |
| Publicado em: |
2005
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| Acesso em linha: | http://hdl.handle.net/1721.1/27855 |