\"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.

The Human Side of Enterprise.

What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

New Patterns of Management.

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https://link.springer.com/content/pdf/10.1057%2Fjors.1974.92.pdf

The Nature of Managerial Work

Academy of Management Review : 抄録雑誌の概要

Integrated Reporting (IR) represents the most recent evolution of the corporate reporting movement. Despite the proposed benefits to stakeholders and the number of contributes aimed at identifying best practices in its adoption, IR is still scarcely diffused among companies and when it is adopted the framework is not fully implemented. Starting from these premises, this paper aims to assess the quality of integrated reports issued by firms. We have developed a scoring model and an IR Scoreboard (IRS), which were applied to analyze 116 integrated reports issued in years 2013 and 2014. The main findings show that IR quality is low. Generally, firms follow the IR framework, but scarce information is disclosed on aspects such as capital, the business model, strategic priorities, and the value creation process; more attention is given to the IR form than to its content. Copyright © 2018 John Wiley & Sons, Ltd and ERP Environment

Integrated Reporting Quality: An Empirical Analysis

Performance measurement of the after-sales service network-Evidence from the automotive industry

Family firms may experience different agency conflicts to the classical principal‐agent conflict, which arise depending on the varying extent of family involvement. Agency cost control mechanisms s...

https://papers.ssrn.com/sol3/Delivery.cfm/JSBM_JSBM12085.pdf?abstractid=2620894&mirid=3

Family Involvement and Agency Cost Control Mechanisms in Family Small and Medium-Sized Enterprises

The role and impact of accounting in family business

Purpose – To analyse the role of after‐sales services in manufacturing contexts, and the related after‐sales performance measurement systems.Design/methodology/approach – An exploratory case study research was performed in the automotive, household appliance, IT and consumer electronics industries. The sample is made up of 48 firms with after‐sales operations in Italy.Findings – The role attributed to after‐sales activities in the IT and consumer electronics and household appliance industries shows an orientation to improve company image, customer satisfaction and retention (marketing focus). A different situation characterises the companies studied in the automotive industry. In most firms, however, measurement systems are quite simple and short‐term oriented, especially in the IT and consumer electronics and household appliance industries. The measurement of non‐financial performance emphasises effectiveness rather than efficiency, and the automotive industry, on the whole, presents more advanced measur...

Lucrezia Songini

Papers

Integrated Reporting Quality: An Empirical Analysis

Performance measurement of the after-sales service network-Evidence from the automotive industry

Family Involvement and Agency Cost Control Mechanisms in Family Small and Medium-Sized Enterprises

The role and impact of accounting in family business

The role and performance measurement of after‐sales in the durable consumer goods industries: an empirical study