Narrow Results

Large populations can gain from economies of scale but lose internal trust due to diluted information. This creates an optimal group size. However, trusting strangers who claim to be members invites outsiders to disguise as insiders and abuse extended trust. Thus, if cultural diversity can raise the imitation cost it can promote cooperation. Even so, however, scale economies are lost when the population subdivides and the cultural boundaries may have to be enforced to prevent assimilation. The model is consistent with norms against inter-cultural marriage and episodic boundary-reinforcing conflict where formal institutions for contract enforcement are weak.

We propose that businesses, government, and not-for-profit entities could benefit from a better understanding of organizational behavior through the lens of a contemporary global culture model. Human resourcing and partnering decisions could be improved by using global culture to ensure a better organizational-fit as well as to reduce the risk of destructive relationship dependencies. For an extreme-limits example, a company could inadvertently hire a terrorist or a social loafer seeking to steal competitive intelligence. A big data approach supported by a socio-cultural framework could help in hypothesis testing which is essential for advancing the body of knowledge in organizational behavior. This paper will make a scholarly contribution by identifying literature relevant to collecting and analyzing organizational big data that could explain beneficial socio-cultural behavior. This paper will explore how sources of qualitative big data could be collected and then analyzed to measure organizational-fit factors relevant for decision-making.