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.

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Markets, Bureaucracies, and Clans.

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.

Surprise and sense making: what newcomers experience in entering unfamiliar organizational settings.

http://masachoset.persiangig.com/esfand-91/english.pdf

Linking organizational culture, structure, strategy, and organizational effectiveness: Mediating role of knowledge management

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...

https://www.jstor.org/stable/pdfplus/1251294.pdf

Knowledge, motivation, and adaptive behavior : a framework for improving selling effectiveness

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.

Self-Leadership: Toward an Expanded Theory of Self-Influence Processes in Organizations

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.

William G. Ouchi

Papers

Type Z Organization: Stability in the Midst of Mobility