Organizational Dualism and Quality Circles

Abstract

This paper argues that organizational dualism, of which quality circles are only one manifestation, has general applicability and that an organization with a well-designed dualistic structure should outperform one with a well-designed monostructure. The literature on quality-circle design is not entirely consistent with the theory of organizational dualism, and this might explain why some applications of quality circles have failed. Changes that could improve the basic design of quality circles are suggested.

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