Mechanistic and Organismic Perspectives on Governance

Abstract

Two fundamental perspectives on organizing are discussed comprehensively in this chapter, since these perspectives have an all-determining influence on the way governance is perceived and operationalized. It will be shown that the dominant perspective on governance can be related to deep-seated characteristics of Western thought that are deeply ingrained in the Western managerial ‘mental map’. This mental map thus has a high tenacity and impedes the recognition of its limitations. In view of these limitations, the myth of traditional control in enterprises is sketched. Foregoing reflections form the basis for presenting the alternative perspective, which is reminiscent of the contrasting aspects of Eastern thought. As will be illustrated, this perspective centers around employee involvement and their creative, self-initiating potential. Reflections on enterprise productivity, quality, service, and learning and innovation, aim to argue the importance of employee involvement and self-organization. Ultimately, enterprise success — also with respect to governance — rests on employee competencies, even more so within the modern enterprise context. Some fundamental organizational choices are presented. Appreciably, the views outlined in this chapter determine our approach to governance discussed in later chapters.