Face-to-Face Communication in Organisations
Face-to-Face Communication in Organisations
复制标题
组织中的面对面沟通
DOI：
10.2139/ssrn.2934290
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发表时间：
2020
期刊：
影响因子：
--
通讯作者：
Tom Kirchmaier
中科院分区：
文献类型：
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作者：
D. Battistón;Jordi Blanes i Vidal;Tom Kirchmaier
沟通是组织不可或缺的一部分，然而关于沟通与员工生产力之间关系的实地证据仍然很少。我们认为，沟通的核心作用是传递信息，帮助同事更好地完成工作。我们建立了一个简单的模型，在这个模型中，员工通过权衡这种好处和发送者所花费的时间成本来选择沟通的数量，并使用它来得出一组经验预测。然后，我们在一个组织中利用一个自然实验，在这个组织中，问题出现了，必须由两名员工依次处理。由于外生原因，第一个员工有时可以与同事面对面交流。与我们模型的预测一致，我们发现：(1)当面对面的沟通是可能的时候，第二个工人工作得更快（以第一个工人没有更少的时间来处理即将到来的问题为代价），(2)当第二个工人更忙，对于同质和紧密分布的团队，这种影响更强，(3)工人的（职业）激励决定了他们与同事的沟通程度。我们还发现，员工在沟通决策中部分内化了社会结果。我们的研究结果说明了团队中的员工如何根据成本和收益调整相互沟通的数量。
Communication is integral to organizations and yet field evidence on the relation between communication and worker productivity remains scarce. We argue that a core role of communication is to transmit information that helps co-workers do their job better. We build a simple model in which workers choose the amount of communication by trading off this benefit against the time cost incurred by the sender, and use it to derive a set of empirical predictions. We then exploit a natural experiment in an organization where problems arrive and must be sequentially dealt with by two workers. For exogenous reasons, the first worker can sometimes communicate face-to-face with their colleague. Consistently with the predictions of our model, we find that: (1) the second worker works faster (at the cost of the first worker having less time to deal with incoming problems) when face-to-face communication is possible, (2) this effect is stronger when the second worker is busier and for homogenous and closely located teams, and (3) the (career) incentives of workers determine how much they communicate with their colleagues. We also find that workers partially internalise social outcomes in their communication decisions. Our findings illustrate how workers in teams adjust the amount of mutual communication to its costs and benefits.