Modeling Culturally-Influenced Decisions
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.
KeywordsSocial simulation Simulation techniques Tools and environments Artificial societies
The first author wishes to thank (anonymous) reviewers for their rich and constructive feedback.
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