“Some scholars have argued strenuously against the idea that the organization is determined by its situation and have instead asserted that managers have free choice and are thereby to be held morally accountable (Bourgeois 1984; Whittington 1989). Contingency theory appears to some critics to be a managerially convenient ideology that justifies as inevitable organizational characteristics that are not really inevitable, because they are not really required for organizational effectiveness, and that injure the interests of employees *Schreyogg, 1980). Thus contingency theory is opposed by free choice.
An intermediate position within this debate is that propounded by Child (1972), which he terms “strategic choice” (though he is talking about choice regarding structure). This takes the contingency theory of organizational structure but shows that some degree of choice can nevertheless enter in at several stages in the process.”

—  Lex Donaldson

Source: The contingency theory of organizations, 2001, p. 127.

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British-Australian organizational sociologist 1947

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“Critics of structural contingency theory sometimes argue that it is not sensible for organizations to move into fit with their contingencies, because while the organization is changing its structure to fit the contingencies, the contingencies themselves change, so that the organizational structural change does not produce fit. Nevertheless, by moving towards the fit, the organization is decreasing misfit, and thereby increasing its performance relative to what it would be if it were to make no structural change.”

Lex Donaldson (1947) British-Australian organizational sociologist

Source: The contingency theory of organizations, 2001, p. 23.

“Contingency theory states that there is no single organizational structure that is highly effective for all organizations.”

Lex Donaldson (1947) British-Australian organizational sociologist

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.

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“Traditional organizational theories have tended to view the human organization as a closed system. This tendency has led to a disregard of differing organizational environments and the nature of organizational dependency on environment. It has led also to an over-concentration on principles of internal organizational functioning, with consequent failure to develop and understand the processes of feedback which are essential to survival.”

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“The ideas need not be complex. Most ideas that are successful are ludicrously simple. Successful ideas generally have the appearance of simplicity because they seem inevitable.”

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“This article [entitled A framework for the comparative analysis of organizations], was one of three independent statements in 1967 of what came to be called "contingency theory." It held that the structure of an organization depends upon (is ‘contingent’ upon) the kind of task performed, rather than upon some universal principles that apply to all organizations. The notion was in the wind at the time.
I think we were all convinced we had a breakthrough, and in some respects we did — there was no one best way of organizing; bureaucracy was efficient for some tasks and inefficient for others; top managers tried to organize departments (research, production) in the same way when they should have different structures; organizational comparisons of goals, output, morale, growth, etc., should control for types of technologies; and so on. While my formulation grew out of fieldwork, my subsequent research offered only modest support for it. I learned that managers had other ends to maximize than efficient production and they sometimes sacrificed efficiency for political and personal ends.”

Charles Perrow (1925–2019) American sociologist

Charles Perrow, in "This Week’s Citation Classic." in: CC, Nr. 14. April 6, 1981 (online at garfield.library.upenn.edu)
Comment:
The other two 1967 publications were Paul R. Lawrence & Jay W. Lorsch. Organization and environment. Cambridge, MA: Harvard University Press, 1967, and James D. Thompson. Organizations in action. New York: McGraw-Hill, 1967.
1980s and later

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