Markets, Bureaucracies, and Clans

Ouchi, William G.

doi:10.2307/2392231

Cited by 3,668 publications

(1,411 citation statements)

References 25 publications

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“…Com o avanço dos países emergentes e os seus enormes desafios, até mesmo acadêmicos nos eixos de pesquisa tradicionais passaram a se interessar por fenômenos como a prevalência de grupos diversificados (Wan & Hoskisson, 2003), a presença do Estado como acionista (Cuervo-Cazurra, Inkpen, Musacchio, & Ramaswamy, 2014), os efeitos da corrupção (Jeong & Weiner, 2012), modelos de negócios desenhados para atender consumidores na base da pirâmide (Prahalad, 2004), entre vários outros. (Ouchi, 1980) e que, mais recentemente, passou a atuar com gestão educacional (Ouchi, 2008). Ouchi disse que, se fosse um aluno de doutorado ou professor em início de carreira, construiria sua agenda de pesquisa estudando organizações atípicas, como escolas, prisões e hospitais.…”

Section: Impacto Social E No Debate Públicounclassified

Pesquisa Em Administração: Em Busca De Impacto Social E Outros Impactos

Lazzarini

2017

Rev. adm. empres.

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Section: Impacto Social E No Debate Públicounclassified

Pesquisa Em Administração: Em Busca De Impacto Social E Outros Impactos

Lazzarini

2017

Rev. adm. empres.

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“…Adaptive superiority is enhanced by the subordination of individual interests to the maximization of a common interest (Imai & Itami, 1984) while promoting both workforce motivation (Simon, 1991) and the specialization of resources (Demsetz, 1988(Demsetz, , 1995Williamson, 1989Williamson, , 1993; a firm can develop relation-specific investments without an increase in hold-up problems by fostering its own specific internal morality and originating relationships of institutional and personal trust (Masten, 1984;Ouchi, 1980;Ouchi & Price, 1993).…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

The Mediated Effect of Formal and Informal Control on Governance Forms

López

Diz-Comesaña

2016

Rev. adm. empres.

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The present paper employs the perspective of Transaction Cost Economics (TCE) to analyze the relevance of formal and informal controls in selecting the governance form. The evidence supports the influence of frequency, information sharing and relation-specific investments as a cause of control mechanisms, and the effect of these factors on the choice of the governance form, but there is no evidence about the combined interaction between these variables. The present work proposes that there is a mediation effect of formal and informal norms on the relationship between the TCE variables (frequency, information asymmetry and relation-specific investments) and the governance form. We applied Structural Equation Modelling to companies in the telecommunications sector in Spain. Our results confirm the opposite effect of formal and informal controls on the selection of governance forms and the mediation effect of these mechanisms of control on the selection of the governance form.KEYWORDS | Governance forms, integration, formal control, informal control, transaction characteristics. RESUMO O presente trabalho emprega o ponto de vista da Economia dos Custos de Transação (ECT) para analisar a relevância dos controles formais e informais na seleção da forma de governança. A evidência apoia a influência da frequência, compartilhamento de informações e investimentos específicos como causa dos mecanismos de controle, e o efeito desses fatores sobre a escolha da forma de governança. Entretanto não há nenhuma evidência sobre as interações entre essas variáveis. Este trabalho propõe que existe um efeito de mediação das normas informais e formais sobre a relação entre as variáveis da ECT (frequência, informações assimétricas e investimentos específicos) e a forma de governança. A Modelagem de Equações Estruturais é aplicada a empresas do setor de telecomunicações da Espanha. Os resultados obtidos confirmam o efeito oposto de controles formais e informais e o efeito de mediação dos mecanismos de controle sobre a seleção da forma de governança. PALAVRAS-CHAVE | Formas de governança, integração, controle formal, controle informal, caracterís-ticas da transação. RESUMEN El presente trabajo emplea la perspectiva de la Economía de los Costes de Transacción (ECT) para ana- RAE-Revista de Administração de Empresas | FGV/EAESP

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“…Existing work has identified a number of possible interaction effects between formal and relational governance mechanisms (Ouchi 1980). Relational mechanisms are identified in a number of instances as exerting a moderating effect upon the scope and complexity of formal mechanisms.…”

Section: Theory Review and Developmentmentioning

confidence: 99%

Knowledge Governance for Open Innovation: Evidence from an EU R&D Collaboration

Scarbrough¹,

Amaeshi²

2009

Knowledge Governance

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IntroductionThis chapter highlights a particularly challenging arena for knowledge governance, by focussing on the governance issues associated with large-scale programmes of what has been termed 'open innovation'. As outlined in more detail below, open innovation -also sometimes labelled synonymously as 'networked' or 'distributed' innovationis an increasingly important component of the wider patterns of innovation in advanced economies. It can be seen in large part as a response to firms' increasing needs to draw on external sources of knowledge in order to remain competitive in a global economy.Issues of knowledge governance are at the heart of open innovation inasmuch as such innovation is acutely dependent on the organization of knowledge flows between and within firms. The ability of firms to acquire externally-sourced knowledge has been a major subject of academic debate since the pioneering work of Cohen and Levinthal on 'absorptive capacity', and Von Hippel's studies of userdriven innovation (Cohen and Levinthal 1990;von Hippel 1988). However, the distinctive challenges posed by an avowedly open approach to innovation processes are still being digested by researchers. These challenges go some way beyond the problem of absorbing knowledge. According to its proponents, open innovation involves a qualitative shift in the way the firm creates, exploits and organizes knowledge. This has wide-ranging implications for the way the focal firm manages itself and its knowledge-base. At the very least, open innovation implies a reduced dependence on internal R&D functions and a greater willingness to trade knowledge with external collaborators. More broadly, though, the serious pursuit of open 2 innovation is likely to extend to radical changes in the structure and management practices of the firm to foster greater interactivity with the expanding ecology of knowledge providers.It is not within the scope of this paper to address all of the many challenges which open innovation creates for established governance arrangements. Rather, our aim is to provide an initial exploration of some of these challenges by analysing a casestudy of a more open form of innovation. This is an important but also especially complex case because it has to do with MOZART 1 , one of the major collaborative research programmes sponsored by the European Union (EU). This programme represents a unique institutional response to the needs of the aerospace industry in Europe, reflecting not only the diverse needs of the participating companies but also the strategic interests formulated by the EU as a political body. As such it raises the challenges of knowledge governance to a new level, since it encompasses not only questions of effective governance for an innovation process, and the inter-firm collaboration underpinning it, but also the wider challenge of linking private enterprise with the strategic objectives of multi-state bodies. The remainder of this chapter then proceeds as follows. We begin, in the following section, by identifying the...

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Markets, Bureaucracies, and Clans

Cited by 3,668 publications

References 25 publications

Pesquisa Em Administração: Em Busca De Impacto Social E Outros Impactos

Pesquisa Em Administração: Em Busca De Impacto Social E Outros Impactos

The Mediated Effect of Formal and Informal Control on Governance Forms

Knowledge Governance for Open Innovation: Evidence from an EU R&D Collaboration

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