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Informal information flows in organizations: The role of the Italian coffee break

Author

Listed:
  • Christoph Barmeyer

    (Universität Passau [Passau])

  • Ulrike Mayrhofer

    (GRM - Groupe de Recherche en Management - EA 4711 - UNS - Université Nice Sophia Antipolis (1965 - 2019) - UniCA - Université Côte d'Azur)

  • Konstantin Würfl

Abstract

Research on information flows within companies has focused on codified formalized information management tools. In practice, it is questionable whether IT-based management systems for storing and disseminating internal information in organizations are sufficiently used by the staff. As an alternative to centralized forms and instruments of information management, there are also informal and dialogic forms, such as the "coffee break" well known in Latin companies: employees come together spontaneously and thus contribute to "natural" internal fluid information circulation. Based on an empirical study conducted in Italian companies, this paper describes essential functions of the coffee break – as a dynamic inter-divisional and heterarchic organizational practice: these include coordination of work processes, confidence building, networking, problem solving, and extension of the meta-knowledge on organizational processes and structures. The paper contributes to the literature on information management by taking into account contextual elements.

Suggested Citation

  • Christoph Barmeyer & Ulrike Mayrhofer & Konstantin Würfl, 2019. "Informal information flows in organizations: The role of the Italian coffee break," Post-Print halshs-02126482, HAL.
    • Handle: RePEc:hal:journl:halshs-02126482
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    Citations

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    Cited by:

    1. Tran, Yen & Truong, Anh Tran Tram, 2022. "Knowledge recontextualization by returnee entrepreneurs: The dynamic learning perspective," Journal of International Management, Elsevier, vol. 28(3).
    2. Hazem S. Kassem & Hamed Ismail & Yomna A. Ghoneim, 2022. "Assessment of Institutional Linkages and Information Flow within the Agricultural Knowledge and Innovation: Case of Dakahlia Governorate, Egypt," Sustainability, MDPI, vol. 14(11), pages 1-26, May.
    3. Lythreatis, Sophie & Mostafa, Ahmed Mohammed Sayed & Pereira, Vijay & Wang, Xiaojun & Giudice, Manlio Del, 2021. "Servant leadership, CSR perceptions, moral meaningfulness and organizational identification- evidence from the Middle East," International Business Review, Elsevier, vol. 30(5).
    4. Garg, Garima & Sewak, Mayank & Sharma, Anurag, 2022. "Learning from Older Siblings: Impact On Subsidiary Performance," International Business Review, Elsevier, vol. 31(3).
    5. Chollet, Barthélemy & Revet, Karine, 2023. "Digging deep or scratching the surface? Contingent innovation outcomes of seeking advice from geographically distant ties," Technological Forecasting and Social Change, Elsevier, vol. 189(C).
    6. Xia Jiang & Jing Du & Jinfan Zhou & Yumeng Cui, 2020. "The Impact of Negative Informal Information Before a Change on Performance: A Within-Person Approach," IJERPH, MDPI, vol. 17(2), pages 1-13, January.
    7. Sewak, Mayank & Sharma, Anurag, 2020. "Performance implications of MNE subsidiary federation: Evidence from India," Journal of International Management, Elsevier, vol. 26(1).

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