The complex nature of organizational culture challenges our ability to infers
its underlying dynamics from observational studies. Recent computational
studies have adopted a distinct different view, where plausible mechanisms are
proposed to describe a wide range of social phenomena, including the onset and
evolution of organizational culture. In this spirit, this work introduces an
empirically-grounded, agent-based model which relaxes a set of assumptions that
describes past work - (a) omittance of an individual's strive for achieving
cognitive coherence, (b) limited integration of important contextual factors -
by utilizing networks of beliefs and incorporating social rank into the
dynamics. As a result, we illustrate that: (i) an organization may appear to be
increasingly coherent in terms of organizational culture, yet be composed of
individuals with reduced levels of coherence, (ii) the components of social
conformity - peer-pressure and social rank - are influential at different
aggregation levels.Comment: 20 pages, 8 figure
