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Theory X and Theory Y

About: Theory X and Theory Y is a research topic. Over the lifetime, 803 publications have been published within this topic receiving 63703 citations.


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Journal ArticleDOI
TL;DR: The authors describes self-determination theory as a theory of work motivation and shows its relevance to theories of organizational behavior, which has received widespread attention in the education, health care, and sport domains.
Abstract: Cognitive evaluation theory, which explains the effects of extrinsic motivators on intrinsic motivation, received some initial attention in the organizational literature. However, the simple dichotomy between intrinsic and extrinsic motivation made the theory difficult to apply to work settings. Differentiating extrinsic motivation into types that differ in their degree of autonomy led to self-determination theory, which has received widespread attention in the education, health care, and sport domains. This article describes self-determination theory as a theory of work motivation and shows its relevance to theories of organizational behavior. Copyright © 2005 John Wiley & Sons, Ltd.

5,816 citations

Book
01 Jan 1960
TL;DR: The Human Side of Enterprise as discussed by the authors is one of the most widely used management literature and has been widely used in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades.
Abstract: "What are your assumptions (implicit as well as explicit) about the most effective way to manage people?" So began Douglas McGregor in this 1960 management classic. It was a seemingly simple question he asked, yet it led to a fundamental revolution in management. Today, with the rise of the global economy, the information revolution, and the growth of knowledge-driven work, McGregor's simple but provocative question continues to resonate-perhaps more powerfully than ever before. Heralded as one of the most important pieces of management literature ever written, a touchstone for scholars and a handbook for practitioners, The Human Side of Enterprise continues to receive the highest accolades nearly half a century after its initial publication. Influencing such major management gurus such as Peter Drucker and Warren Bennis, McGregor's revolutionary Theory Y-which contends that individuals are self-motivated and self-directed-and Theory X-in which employees must be commanded and controlled-has been widely taught in business schools, industrial relations schools, psychology departments, and professional development seminars for over four decades. In this special annotated edition of the worldwide management classic, Joel Cutcher-Gershenfeld, Senior Research Scientist in MIT's Sloan School of Management and Engineering Systems Division, shows us how today's leaders have successfully incorporated McGregor's methods into modern management styles and practices. The added quotes and commentary bring the content right into today's debates and business models. Now more than ever, the timeless wisdom of Douglas McGregor can light the path towards a management style that nurtures leadership capability, creates effective teams, ensures internal alignment, achieves high performance, and cultivates an authentic, value-driven workplace--lessons we all need to learn as we make our way in this brave new world of the 21st century.

5,071 citations

Journal ArticleDOI
TL;DR: In this paper, the authors identify renewal of the overall enterprise as the underlying phenomenon of interest and organizational learning as a principal means to this end, and develop a framework for the process of organizational learning.
Abstract: Although interest in organizational learning has grown dramatically in recent years, a general theory of organizational learning has remained elusive. We identify renewal of the overall enterprise as the underlying phenomenon of interest and organizational learning as a principal means to this end. With this perspective we develop a framework for the process of organizational learning, presenting organizational learning as four processes—intuiting, interpreting, integrating, and institutionalizing—linking the individual, group, and organizational levels.

4,037 citations

Journal ArticleDOI
TL;DR: In this paper, the authors provide a conceptual framework for the analysis of organizational legitimacy and the process of legitimation through which organizations act to increase their perceived legitimacy. But they do not discuss the specific circumstances which can lead to organizational legitimacy problems and the actions that can be taken to legitimate an organization.
Abstract: Organizations seek to establish congruence between the social values associated with or implied by their activities and the norms of acceptable behavior in the larger social system of which they are a part. Insofar as these two value systems are congruent we can speak of organizational legitimacy. When an actual or potential disparity exists between the two value systems, there will exist a threat to organizational legitimacy. These threats take the form of legal, economic, and other social sanctions. In this paper, it is argued that an empirical focus on organizational efforts to become legitimate can aid in explaining and analyzing many organizational behaviors taken with respect to the environment, and further, can generate hypotheses and a conceptual perspective that can direct additional attention to the issue of organizational legitimacy. This paper provides a conceptual framework for the analysis of organizational legitimacy and the process of legitimation through which organizations act to increase their perceived legitimacy. It presents a number of examples including a discussion of the American Institute for Foreign Study as a demonstration of these ideas in action. Both the particular circumstances which can lead to problems of organizational legitimacy and some of the actions that can be taken to legitimate an organization are illustrated.

2,791 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
20231
20223
20203
20193
20188
201724