scispace - formally typeset
Search or ask a question
Author

William G. Ouchi

Bio: William G. Ouchi is an academic researcher from Stanford University. The author has contributed to research in topics: Ideal (set theory) & Ideal type. The author has an hindex of 1, co-authored 1 publications receiving 241 citations.

Papers
More filters
Journal ArticleDOI
TL;DR: A hybrid organizational "ideal type" (Type Z), which is particularly appropriate for many situations in today's changing American society, is presented in this article, where aspects of the ideal types of American and Japanese forms of organization are compared and related to their socio-cultural roots.
Abstract: Aspects of the “ideal types” of American (Type A) and Japanese (Type I) forms of organization are compared and related to their socio-cultural roots. A hybrid organizational “ideal type” (Type Z), which is particularly appropriate for many situations in today's changing American society, is presented.

245 citations


Cited by
More filters
Journal ArticleDOI
TL;DR: The transactions cost approach provides such a framework because it allows us to identify the conditions which give rise to the costs of mediating exchanges between individuals: goal incongruence and performance ambiguity.
Abstract: Evaluating organizations according to an efficiency criterion would make it possible to predict the form organizations will take under certain conditions. Organization theory has not developed such a criterion because it has lacked a conceptual scheme capable of describing organizational efficiency in sufficiently microsopic terms. The transactions cost approach provides such a framework because it allows us to identify the conditions which give rise to the costs of mediating exchanges between individuals: goal incongruence and performance ambiguity. Different combinations of these causes distinguish three basic mechanisms of mediation or control: markets, which are efficient when performance ambiguity is low and goal incongruence is high; bureaucracies, which are efficient when both goal incongruence and performance ambiguity are moderately high; and clans, which are efficient when goal incongruence is low and performance ambiguity is high.

4,531 citations

Journal ArticleDOI
TL;DR: In this article, the authors identify key features of newcomers' entry experiences, including surprise, contrast, and change, and describe the sense-making processes by which individuals cope with their entry experiences.
Abstract: Growing disillusionment among new members of organizations has been traced to inadequacies in approaches to organizational entry. Current directions of research on organizational entry and their limitations are described, and a new perspective is proposed. The new perspective identifies key features of newcomers' entry experiences, including surprise, contrast, and change, and describes the sense-making processes by which individuals cope with their entry experiences. Implications for research and practice on organizational entry are drawn.

2,505 citations

Journal ArticleDOI
TL;DR: In this paper, the authors examined the mediating role of knowledge management in the relationship between organizational culture, structure, strategy, and organizational effectiveness, and found that knowledge management fully mediates the impact of organizational culture on organizational effectiveness.

1,121 citations

Journal ArticleDOI
TL;DR: In this paper, the authors propose that adaptive selling is influenced by salespeople's knowledge of customer types and sales strategies as well as their motivation to alter the direction of their behavior.
Abstract: The authors propose that adaptive selling is influenced by salespeople's knowledge of customer types and sales strategies as well as their motivation to alter the direction of their behavior. Perti...

961 citations

Journal ArticleDOI
TL;DR: In this article, an expanded self-leadership view is developed that includes self-imposed strategies for managing performance of tasks of low intrinsic motivational potential and self-influence that capitalizes on the "natural"/intrinsic motivational value of task activity.
Abstract: The considerable attention devoted to individual self-influence processes in organizations has been limited to scope, focusing primarily on self-management that facilitates behaviors that are not naturally motivating and that meet externally anchored standards. In this paper, individual self-control systems are viewed as the central control mechanisms within organizations. An expanded “self-leadership” view is developed that includes (a) self-imposed strategies for managing performance of tasks of low intrinsic motivational potential and (b) self-influence that capitalizes on the “natural”/intrinsic motivational value of task activity. Implications for theory and practice are addressed.

841 citations