Context and Aggregation: An Experimental Study of Bias and Discrimination in Organizational Decisions

This paper addresses a notable gap at the intersection of organizational economics and organization science: how does organizational context influence aggregation of individual behavior in organizational decisions? Using basic centralized versus decentralized organizational structures as building blocks for our experimental design, we examine whether assignment of organizational positions, incentive schemes, and structural configuration induce endogenous adaptation in the form of change in reservation levels (bias) or modified discrimination capability in subjects’ behavior. We found that evaluators adapted their reservation and discrimination levels in centralized structures, whereas they did not generally adapt their reservation and discrimination levels when placed in decentralized structures. We identify mechanisms that explain these findings; explain how they influence aggregate, organizational behavior; and discuss implications for research and practice.

Delays Impair Learning and Can Drive Convergence to Inefficient Strategies

With so many possible choices, why do managers adopt the strategies they do? We identify delays between adopting a strategy and observing the full implications of that choice as a critical factor influencing strategic choices. Using a simulation of a service firm, we conduct two behavioral experiments to investigate how delays interact with outcome uncertainty to shape learning, strategy adaptation, and performance outcomes. Two mechanisms emerge from how different subject groups perceive, react to, and learn in the presence of delayed feedback and uncertainty. First, when multiple viable strategies exist, longer delays lead both general participants and experienced managers toward alternatives that have rapid returns. When those alternatives are suboptimal, delays may strengthen convergence to inefficient strategies. Second, delays and uncertainty may also induce learners to persist with their a priori strategies. Managers show larger confidence in their priors and thus underperform general participants when the underlying task structure diverges from those priors. Both mechanisms can undermine performance. Moreover, delays and uncertainty may reduce heterogeneity in strategies and performance in more dynamic, uncertain environments, leading to convergence as tasks grow more complex and where decision makers possess similar priors.

Evolution and Coevolution: Dynamic Knowledge Capability Building for Catching-up in Emerging Economies

Knowledge has always been a strategic resource for firms; however, there is a lack of research regarding how a firm's knowledge management (KM) contributes to its capability catching-up and adaptation in emerging economies. This article focuses on the knowledge capability building of Chinese private firms that were set up in the 1990s and pays particular attention to how firms with limited resources and knowledge went on to achieve remarkable success. This paper presents its analysis through a multi-level co-evolutionary lens and a case study on the Li-Ning Company. The case study depicts the macro coevolution between the changing business environment and the firm's strategic choices, as well as the micro coevolution of the organizational strategy and the KM orientations, processes, and infrastructures within the firm. The research sheds light on the dynamic capability building trajectory for the firms in emerging economies.

Agent-Based Simulation Models in Organization Science

Agent-based simulation models can reproduce the interactions between members of an organization or between different organizations in an artificial environment where “agents” make decisions and communicate with one another. This article discusses possible applications to core issues in organization science and provides an introductory guide to simulation platforms. Agent-based modeling requires writing computer code, a skill that, if properly mastered, may turn into a career opportunity.