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- W2051205836 abstract "Interaction is central to organizational theory and strategic management, but scholars have differing views on the impact of interaction on performance. For some, interaction is essential for distilling good practices and spreading them. When people interact, good practices prevail and bad practices fade away, they assume. This assumption underlies practices in knowledge transfer, innovation, and education, such as best practices sessions and learning from peers. But social psychologists and institutional sociologists, among others, have shown that interaction can also disseminate useless or even harmful practices, thereby harming performance. To address the differing views, here we model how interaction affects people’s skills and ultimately – their performance. In the model, one’s performance depends on behavioral skills, and interactions spread skills and practices, whether valid or fallacious. We utilize recent findings in psychology to incorporate assumptions on how people assess their skills and how willing people are to learn and revise their skills. Building on these empirically grounded assumptions, we find that bad practices spread disproportionally faster than good ones. When people interact, those with good practices do not always prevail. Rather, interaction merely causes practices to become similar: some poor performers improve but good ones deteriorate. Therefore, isolation can benefit performance. When we split the population into teams, people interact less and performance variance is preserved. As they become more isolated, people can reach high performance. This may explain why some high-performance people are hermits, and why teams are often in-group biased." @default.
- W2051205836 created "2016-06-24" @default.
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- W2051205836 date "2013-01-01" @default.
- W2051205836 modified "2023-09-23" @default.
- W2051205836 title "The Hazards of Interaction: Why Isolation Can Benefit Performance" @default.
- W2051205836 doi "https://doi.org/10.5465/ambpp.2013.10736abstract" @default.
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