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Managerial influence on attitude formation in organizations: how to manage emergence

Author

Listed:
  • Peter Woensel

    (Free University of Amsterdam
    Department of Human Genetics)

  • Dick Gilder

    (Free University of Amsterdam)

  • Peter Besselaar

    (Free University of Amsterdam)

  • Peter Groenewegen

    (Free University of Amsterdam)

Abstract

The emergence of a shared attitude in organizations can be regarded as a self-organizing complex process in which a majority attitude emerges from the ensemble of interactions among individuals. Almost by definition, emerging processes seem beyond the control of management, which is in conflict with the task of management to steer an organization. By modeling the emergence of a shared attitude in organizations, we were able to demonstrate that management had a distinct influence on this process. Furthermore, the first round of interactions was decisive for the outcome. The key to influencing the emergence of a shared attitude is to reduce resistance against the preferred attitude. High levels of group conformity inhibited conversion to the preferred attitude. Although the emergence of a shared attitude can be influenced by management, there remains an intrinsic uncertainty in the outcomes of attitude development processes.

Suggested Citation

  • Peter Woensel & Dick Gilder & Peter Besselaar & Peter Groenewegen, 2017. "Managerial influence on attitude formation in organizations: how to manage emergence," Computational and Mathematical Organization Theory, Springer, vol. 23(4), pages 496-523, December.
    • Handle: RePEc:spr:comaot:v:23:y:2017:i:4:d:10.1007_s10588-016-9239-8
    DOI: 10.1007/s10588-016-9239-8
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    References listed on IDEAS

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    Cited by:

    1. Fabien Martinez, 2022. "Organizational change in response to environmental complexity: Insights from the business model innovation literature," Business Strategy and the Environment, Wiley Blackwell, vol. 31(5), pages 2299-2314, July.

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