Abstract
This article proposes a model of culturally influenced decision processes. In particular, cultures influence individual motivation, jointly with human nature and personality. The use of this model is then illustrated by a simulation model of the impact of cultural differences on organizational performance (efficiency, flexibility and member satisfaction) in two organizational structures (bureaucracies and adhocracies). This model is validated against empirical evidence from social sciences.
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- 1.
Actually, the design of this model lead us to some culturally-motivated debates.
- 2.
PDI refers to “power distance”, the importance given by individuals to statuses.
- 3.
The simulation complexity is proportional to \(|A|\), times the amount of rounds per simulation and the number of simulations to run. To that extent, \(|A|\) is set to a reasonable value.
- 4.
In a former version, some “original” tasks could satisfy creativity. Open to change workers were occasionally insubordinated in well-doing organizations.
- 5.
As in social sciences: dimensions are inferred from behaviors, not the reverse.
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The first author wishes to thank (anonymous) reviewers for their rich and constructive feedback.
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Vanhée, L., Dignum, F., Ferber, J. (2015). Modeling Culturally-Influenced Decisions. In: Grimaldo, F., Norling, E. (eds) Multi-Agent-Based Simulation XV. MABS 2014. Lecture Notes in Computer Science(), vol 9002. Springer, Cham. https://doi.org/10.1007/978-3-319-14627-0_5
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DOI: https://doi.org/10.1007/978-3-319-14627-0_5
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