Bill Gore's Management Strategies at W. L. Gore and Associates: A Case Analysis Based on Self-determination Theory
DOI:
https://doi.org/10.70088/rgzq6915Keywords:
self-determination theory, lattice management, employee motivation, organizational behavior, innovationAbstract
In today's fast-changing business environment where competition for talents is fierce, motivating employees is one of the core strategies for organizations to stimulate innovation and achieve long-term development. Taking W. L. Gore & Associates as the research object, this paper analyzes Bill Gore's management practices from the perspective of self-determination theory. Based on corporate public materials and open academic resources, the study finds that lattice management, staff training, and small-team mechanisms effectively satisfy employees' autonomy, competence, and relatedness needs, thereby bringing high innovation performance and talent retention. However, the management mode has inherent limitations amid corporate expansion, including long adaptation cycles for new employees, potential negative effects of pay-linked peer appraisal, and contradictions between ideal small-team settings and large-scale production. To address these challenges, this study proposes targeted improvement suggestions for the firm and similar enterprises. Specifically, it recommends optimizing onboarding processes to shorten adaptation cycles, refining peer appraisal systems to mitigate interpersonal conflicts, and balancing decentralized team structures with centralized strategic coordination. Furthermore, the findings highlight the critical role of intrinsic motivation in shaping organizational culture and driving continuous improvement. By aligning structural design with psychological needs, companies can foster a more resilient and adaptive workforce. Ultimately, this research provides practical references and theoretical insights for organizations pursuing employee-driven innovation and sustainable growth in complex global markets.References
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