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• W3114232189 abstract "Decision-making that leverages the collective knowledge of multiple individuals is ubiquitous in organizations, occurring in settings such as groups, committees, top management teams, and boards. Research has examined how decision-making structures (e.g., plurality voting) aggregate individuals’ beliefs into a single organizational choice. We argue that decision-making structures play another role beyond just aggregating individuals' beliefs — they also shape the learning of the individuals who participate in decision making. Learning-by-participating is distinct from learning-by-doing (i.e., experiential learning) in that individuals receive feedback not on their own choices, but rather on the choice made by the organization. We develop a theoretically grounded conceptual framework to characterize different decision-making structures, together with a computational model of organizational decision-making, to examine the impact of learning-by-participating across different such structures. We find that decision-making structures vary across two critical outcomes — their efficacy in aggregating information and their efficacy in shaping individual learning, and that these outcomes may be inversely related. Adjudicating among these two outcomes is the way in which organizations utilize the knowledge of organizational contrarians, individuals who favor choices that differ from that of the organization. A key implication is that the choice of a decision-making structure requires taking the learning context into account. Structures that are effective in settings where the potential for learning is limited may be less effective when individual learning is important. We discuss further implications for research on organizational decision making, learning, top management teams, and the wisdom of organizational crowds." @default.
• W3114232189 created "2021-01-05" @default.
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• W3114232189 date "2019-01-01" @default.
• W3114232189 modified "2023-09-25" @default.
• W3114232189 title "Learning-by-Participating: The Dynamics of Information Aggregation in Organizations" @default.
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• W3114232189 doi "https://doi.org/10.2139/ssrn.3425696" @default.
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