“The key argument is that managers and owners in firms search for stable patterns of interaction with their largest competitors. Once stable patterns prove to be both legal and profitable, firms set up organizational fields that tend to produce and reproduce those patterns.”

—  Neil Fligstein

Source: The architecture of markets, 2001, p. 155

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Neil Fligstein 40
American sociologist 1951

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“I claim that the central goal of managers in the past hundred years has been to make sure their firms survived. To promote survival they proposed various forms of control, both inside and outside the firm. Internally, control was oriented to ensuring that organizational resources were deployed so that top management could be confident that their directives were being executed. Externally, this control was oriented toward establishing stable relations between competitors to promote the survival of their organizations.”

Neil Fligstein (1951) American sociologist

Source: The transformation of corporate control, 1993, p. 5

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“First, most producers are employees of firms, not owners. Viewed from the vantage point of classical [economic] theory, they have no reason to maximize the profits of firms, except to the extent that they can be controlled by owners. Moreover, profit-making firms, nonprofit organizations, and bureaucratic organizations all have exactly the same problem of inducing their employees to work toward organizational goals. There is no reason, a priori, why it should be easier (or harder) to produce this motivation in organizations aimed at maximizing profits than in organizations with different goals. If it is true in an organizational economy that organizations motivated by profits will be more efficient than other organizations, additional postulates will have to be introduced to account for it.”

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“Fit is a feasible set of equally effective internally consistent patterns of organizational context and structure.”

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Robert Drazin, and Andrew H. Van de Ven. "Alternative forms of fit in contingency theory." Administrative science quarterly (1985): 514-539.

“The organizational fields of the largest firms continued to be unstable. There were no accepted rules to define how firms could avoid destructive competition, so they attempted to control their markets through various aggressive trade tactics, continued mergers, cartels, getting the federal government to guarantee profitability.”

Neil Fligstein (1951) American sociologist

Source: The transformation of corporate control, 1993, p. 89

“Once in place as control perspectives, they are widely shared ways of reducing complexity of the world. They come into the existence in a piecemeal fashion and are articulated by representatives of the largest, most successful firms. They are propagated by the business press and informal links between organizations and then are supported by those organizations and organizational fields.”

Neil Fligstein (1951) American sociologist

Source: The transformation of corporate control, 1993, p. 12

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“All fixed set patterns are incapable of adaptability or pliability. The truth is outside of all fixed patterns.”

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“With each pattern, small piecework is standardized into a larger chunk or unit. Patterns become the building blocks for design and construction. Finding and applying patterns indicates progress in a field of human endeavor.”

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“All large organizations have an internal power struggle over the goals and resources of the organization…. In the largest firms, there are two bases of control : formal ownership and authority. Those who own the firm control by virtue of ownership. Authority relations embedded in the organizational structure legitimate how managers can control organizations.”

Neil Fligstein (1951) American sociologist

Source: The transformation of corporate control, 1993, p. 10 ; As cited in: François L'Italien, BÉHÉMOTH CAPITAL. Contribution à une théorie dialectique de la financiarisation de la grande corporation. Université Laval, 2012. p. 147 (Many of the following quotes came from this source)

“A pattern is a fully realized form original, or model accepted or proposed for imitation. With patterns, small piecework is standardized into a larger chunk or unit. Patterns become the building blocks for design and construction. Finding and applying patterns indicates progress in a field of human endeavor.”

Peter Coad (1953) American software entrepreneur

Source: Object-oriented patterns. (1992), p. 158

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