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Formal and Informal Organization: Sérgio G. Lazzarini
Formal and Informal Organization: Sérgio G. Lazzarini
ORGANIZATION
Sérgio G. Lazzarini
IBMEC São Paulo
ESNIE, May 2006
(Based on Zenger, Lazzarini & Poppo, In: The New
Institutionalism in Strategic Management, 2001)
Formal vs. informal institutions
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Managerial intervention
Proposition 3. Firm boundaries are determined
in large part by the need to adjust informal
institutions within hierarchies. Managers must
sever the boundary of the firm to suspend
dysfunctional informal processes.
Informal processes leading to
hierarchical failure
Influence activities (Milgrom & Roberts, 1990; Poppo,
1995); politics (Pfeffer, 1978, 1992).
Social attachments (Katz, 1982; Halpern, 1994).
Social comparison processes inhibiting high-powered
incentives (Adams, 1965; Deutsch, 1985; Zenger, 1992,
1994).
Firm-specific routines creating difficulty to access
external knowledge (Katz, 1982; Leonard-Barton, 1995).
Such informal processes cannot be selectively shut down
with any great success. Firms may suspend hierarchy as
an institution to avoid the informal processes that run
rampant within their boundaries.
Discussion #1: (How) Can vacillation of
boundary choices improve performance?
Examples:
JPMorgan outsources IT to IBM in 2002 in a $5 billion deal; re-
integrates again in 2004.
UBS outsources IT to Perot Systems in 1996; re-integrates in 2004.
Discussion #2: (How) Can explicit
incentives change organizational culture?
Example: Algar (Brazilian telecom firm) would like to
develop a “marketing-oriented culture” whereby all
employees should actively sell products even if their
are not in the functional area of sales.
They crafted explicit incentives such that 20% of
individual bonuses will be based on whether the
employee helped sell some product.
They plan to abort the explicit incentives in 2 years,
assuming that the new values and norms will be
created as a consequence of the incentive program.
Will it work?