Article Abstract:
This paper draws upon the most recent literature on administrative theory and practice in developing countries to develop a theory of market imperfections and organizational structure. It advances the proposition that market imperfections are a significant determinant of organizational structure in developing countries. Three mechanisms (culture, organizations and markets) coordinating socio-economic transactions are discussed and compared with one another. Market imperfections in both developing and industrialized countries are compared and contrasted. It was noted that differences between these two types of countries and within developing countries result from two factors: the strength of the drive for self-sufficiency and the density of market transactions. Therefore, in the market imperfections model, apparent qualitative differences between organizational structures in developing and industrialized countries are ultimately due to differences of degree rather than quantum differences. (Reprinted by permission of the publisher.)
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Article Abstract:
A model is constructed to further elaborate on a theory describing the manner by which organizations managed by the Japanese employ rewards to motivate workers to participate in the attainment of organizational goals. This model assumes that the small work group and the community of fate ideology play a significant role in Japanese organizations by functioning as social constructs that mediate between individuals and rewards. Using the Toyota Motor Manufacturing organization in Kentucky as an example, it is shown that there is no direct relations between rewards and individual performance. Rewards are exploited to develop and sustain the ties within the work team and to fortify faith in the community of fate ideology. In turn, the work team and belief in the fate-ideology community motivate individual involvement in achievement of organizational goals. This strengthens the influence of rewards on individuals.
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Article Abstract:
Reliable procedures for the measurement of organizational culture are necessary if the ideas developed in popular and scholarly literature are to be tested. A review of recent writings was the basis for defining 14 aspects of organizational culture. A questionnaire developed to capture these aspects was completed by those working in a diverse collection of business organizations. Industry and organizational position had a strong association with perceived work context, work values, and work beliefs. One industrial corporation, frequently cited as 'excellent', was not distinctive in terms of these measures. The results suggest that unless statements about organizational culture reflect differences related to industries and organizational, technical or task requirements, they are unlikely to be accurate. (Reprinted by permission of the publisher.)
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