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dc.contributor.authorVan den Steen, Eric
dc.date.accessioned2003-03-28T20:11:09Z
dc.date.available2003-03-28T20:11:09Z
dc.date.issued2003-03-28T20:11:09Z
dc.identifier.urihttp://hdl.handle.net/1721.1/1845
dc.description.abstractThis paper studies, in a world with differing priors, the role of organizational beliefs and managerial vision in the behavior and performance of corporations. The paper defines vision operationally as a very strong belief by the manager about the right course of action for the firm. The interaction between employees' beliefs and the manager's vision influences decisions and determines employees' motivation and satisfaction. Through sorting in the labor market, the manager's vision also shapes organizational beliefs. Under weak conditions, a company's board should select a manager with stronger beliefs than its own, although spurious effects may make vision often look better than it really is. The analysis shows that beliefs play an important role that goes beyond their information content. It also has implications for theories of corporate culture and business strategen
dc.format.extent461578 bytes
dc.format.mimetypeapplication/pdf
dc.language.isoen_US
dc.relation.ispartofseriesMIT Sloan School of Management Working Paper;4224-01
dc.subjectvisionen
dc.subjectorganizational beliefsen
dc.subjectcultureen
dc.subjectheterogeneous priorsen
dc.subjectdiffering priorsen
dc.titleOrganizational Beliefs and Managerial Visionen
dc.typeWorking Paperen


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