ABSTRACT
Work organizations have long been recognized as complex information environments that place heavy cognitive demands upon individual members (Duncan, 1979; Weick, 1979). Members’ ability to deal with such complexity is often further taxed by the equivocality of the information itself, since available data is often noisy, that is, subject to multiple interpretations (Daft, 1986). Thus, organizations may be viewed as massive and noisy fields of information where data is sometimes redundant, sometimes biased, and sometimes conflicting.
