Organizational dualism and quality circles

Article Abstract:

It is posited that organizational dualism, of which one manifestation is quality circles, can be applied generally, and that organizations with a well-structured dualistic nature outperform those with a well-structured monistic nature. The theory of organizational dualism differs from quality-circle design research, which may explain why some quality-circle applications have failed. Several changes are suggested that may improve the effectiveness of quality circles, as well as to avert quality-circle failures. The broadening range of quality-circle applications in organizations is discussed as well.

Management, Quality control, Dualism, Dualism (Philosophy), organizational behavior, Quality circles

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Forms of value systems: a focus on organizational effectiveness and cultural change and maintenance

Article Abstract:

The study of organizational culture may benefit from a focus on shared values, one of its measurable core elements. A typology of value systems based on the content (functional-elitist) and source (traditional-charismatic leadership) of values permits a contingency approach for the analysis of the emergence, change, and maintenance of a culture as well as the contributions culture makes to organizational effectiveness. (Reprinted by permission of the publisher.)

Usage, Corporate culture, Values, Values (Philosophy)

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The strategy-legitimacy nexus: a thick description

Article Abstract:

This paper argues that interpretive strategy formulation is a multilevel process grounded in language and the politics of propriety, trust, and awareness in organizations, and that the establishment of legitimacy is a collective process in which leaders, followers, and stakeholders alike participate in the making of meaning. (Reprinted by permission of the publisher.)

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