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Previous research on organizations often focuses on either the individual,team, or organizational level. There is a lack of multidimensional research onemergent phenomena and interactions between the mechanisms at different levels.This paper takes a multifaceted perspective on individual learning andautonomous group formation and adaptation. To analyze interactions between thetwo levels, we introduce an agent-based model that captures an organizationwith a population of heterogeneous agents who learn and are limited in theirrationality. To solve a task, agents form a group that can be adapted from timeto time. We explore organizations that promote learning and group adaptationeither simultaneously or sequentially and analyze the interactions between theactivities and the effects on performance. We observe underproportionalinteractions when tasks are interdependent and show that pushing learning andgroup adaptation too far might backfire and decrease performance significantly.

Interactions between the individual and the group level in organizations: The case of learning and autonomous group adaptation