
Thomas Kochan, Wanda Orlikowski, and Joel Cutcher-Gershenfeld. "Beyond McGregor's theory Y," in: Douglas McGregor (1960), The Human Side of Enterprise; Annotated Edition, 2006, p. 366
Source: "Beyond McGregor’s Theory Y", 2002, p. 2: introduction; Republished in: Douglas McGregor. The Human Side of Enterprise 1960/2006. p. 366
Thomas Kochan, Wanda Orlikowski, and Joel Cutcher-Gershenfeld. "Beyond McGregor's theory Y," in: Douglas McGregor (1960), The Human Side of Enterprise; Annotated Edition, 2006, p. 366
(2006; 366) Section "Beyond McGregor's Theory Y," by Thomas A. Kochan. Prepared for the Sloan School 50th Anniversary Session on October 11 (2002).
The Human Side of Enterprise (1960)
Kenneth D. Mackenzie (1986), Organizational design: the organizational audit and analysis technology. p. 154
Source: "Using technology and constituting structures", 2000, p. 404; Abstract
Source: "Differentiation and integration in complex organizations," 1967, p. 3
Source: 1960s, "Hospitals: technology, structure and goals", 1965, p. 914
Lynne G. Zucker (1987). "Institutional Theories of Organization," In: Annual Review of Sociology Vol. 13: 443-464
Lex Donaldson, "The normal science of structural contingency theory." Studying Organizations: Theory and Method. Thousand Oaks, Calif: Sage (1999): 51-70.
Context: Within organization studies, contingency theory has provided a coherent paradigm for the analysis of the structure of organizations. The paradigm has constituted a framework in which research progressed leading to the construction of a scientific body of knowledge... Contingency theory states that there is no single organizational structure that is highly effective for all organizations. It sees the structure that is optimal as varying according to certain factors such as organizational strategy or size. Thus the optimal structure is contingent upon these factors which are termed the contingency factors. For example, a small-sized organization, one that has few employees, is optimally structured by a centralized structure in which decision-making authority is concentrated at the top of the hierarchy, whereas a large organization, one that has many employees, is optimally structured by a decentralized structure in which decision-making authority is dispersed down to lower levels of the hierarchy.
Andrew H. Van de Ven and Robert Drazin (1984). The Concept of Fit in Contingency Theory http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA152603. No. SMRC-DP-19). Minneapolis: Minnesota University Minneapolis Strategic Management Research Center.