Please use this identifier to cite or link to this item: https://repository.iimb.ac.in/handle/2074/21555
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dc.contributor.authorGarg, Pranav
dc.date.accessioned2022-09-29T05:34:04Z-
dc.date.available2022-09-29T05:34:04Z-
dc.date.issued2016-06-24
dc.identifier.urihttps://repository.iimb.ac.in/handle/2074/21555-
dc.description.abstractOur study examines the implications of communication among individuals in organizations for both the process and outcome of decision-making (Arrow 1974). By and large, research on how communication influences decision-making in organizations has taken a bottom-up approach (Aghion and Tirole 1997). For instance, in the principal-agent paradigm, the canonical example highlights how a principal makes decisions based on strategic communication by a better informed and self-interested agent (Crawford and Sobel 1982, Dessein 2002). Such upstream strategic communication is central to the analysis of supply chain management (Lee et al. 1997), designing a sales force compensation plan (Basu et al. 1985), and the annual budgeting process (Lambert 2001). In contrast, we take a top-down approach to examining strategic communication in organizations.
dc.publisherIndian Institute of Management Bangalore
dc.relationUnprincipled principals: Strategic communication and organizational performance
dc.relation.ispartofseriesIIMB_PR_2016-17_004
dc.subjectStrategic communication
dc.subjectOrganizational performance
dc.subjectSupply chain management
dc.titleUnprincipled principals: Strategic communication and organizational performance
dc.typeProject-IIMB
Appears in Collections:2016-2017
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