“A system with greater organizational diversity has a higher probability of having in hand some form that does a reasonably satisfactory job of dealing with the changed environmental conditions. Adaptation in such a system means reallocating resources from one type of existing organization to another, either by command or by market mechanisms, rather than trying to identify and create appropriate organizational forms.”

—  Michael T. Hannan

Source: Organizational ecology, 1989, p. 8

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Michael T. Hannan 12
US-American sociologist of Stanford University 1943

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“Organizational forms — specific configurations of goals, boundaries, and activities — are the elements selected by environmental criteria, and change may occur either through new forms eliminating old ones or through the modification of existing forms. Environmental niches are distinct in combination of resources and other constraints that are sufficient to support organizational form. Organizational forms, then, are organized activity systems oriented toward exploiting the resources within a niche.
Selection pressures may favour or eliminate entire groups of organizations, such as industries, and the changing population distribution of organizations in a society reflects the operation of such selection pressures.”

Howard E. Aldrich (1943) American sociologist

Source: Organizations and Environments, 1979, p. 28

“The Management of Innovation (1961) [by Tom Burns and George M. Stalker is]… the first major attempt to deal with the nature of organization-environment relations and identify the types of organizational structure and managerial practices that are appropriate for different environmental condition. Introduced the mechanistic-organic polarity (never a dichotomy) to the management lexicon.”

Daniel A. Wren (1932) American business theorist

Source: "Most influential management books of the 20th Century," 2001, p. 224.

“Active loose coupling occurs when a subsystem of an organization is more tightly coupled to an environmental sector than other subsystems, and a feedback loop connects environmental conditions with organizational responses. A feedback loop is present when an organizational mechanism for monitoring the environment exists, and when the state of the environment (or intended target of the organization's action) is compared to some desired state by members of the organization.”

Howard E. Aldrich (1943) American sociologist

Source: Organizations and Environments, 1979, p. 85

“While numerous studies have dealt with the nature of organization-environment relations, the first major attempt to identify the types of organizational structure and managerial practice that are appropriate for different environmental conditions was conducted by Burns and Stalker, who studied twenty manufacturing firms in England and Scotland. Of these, fifteen were in the electronics industry, four were in research and development, and one was a major manufacturer. The particular environmental conditions examined were the rates of change in the scientific technology and the relevant product markets of the firms being studied.”

Arthur G. Bedeian (1946) American business theorist

1984; 190
Organizations: Theory and Analysis, 1984

“Hannan and Freeman examine the ecology of organizations by exploring the competition for resources and by trying to account for rates of entry and exit and for the diversity of organizational forms. They show that the destinies of organizations are determined more by impersonal forces than by the intervention of individuals by the intervention of individuals.”

John H. Freeman (1944–2008) (1944-2008) US-American sociologist and organizational theorist

Michael T. Hannan and John Freeman. Organizational ecology. Harvard University Press, 1993; Abstract.

“Hannan and Freeman examine the ecology of organizations by exploring the competition for resources and by trying to account for rates of entry and exit and for the diversity of organizational forms. They show that the destinies of organizations are determined more by impersonal forces than by the intervention of individuals by the intervention of individuals.”

Michael T. Hannan (1943) US-American sociologist of Stanford University

Michael T. Hannan and John H. Freeman. Organizational ecology. Harvard University Press, 1993; Abstract.

“The open system approach to organizations is contrasted with common-sense approaches, which tend to accept popular names and stereotypes as basic organizational properties and to identify the purpose of an organization in terms of the goals of its founders and leaders.
The open system approach, on the other hand, begins by identifying and mapping the repeated cycles of input, transformation, output, and renewed input which comprise the organizational pattern. This approach to organizations represents the adaptation of work in biology and in the physical sciences by von Bertalanffy and others.”

Daniel Katz (1903–1998) American psychologist

Source: The Social Psychology of Organizations (1966), p. 33

Alexander Bogdanov photo

“For tektology the unity of experience is not "discovered", but actively created by organizational means: "philosophers wanted to explain the world, but the main point is it change it" said the greater precursor of organizational science, Karl Marx. The explanation of organizational forms and methods by tektology is directed not to a contemplation of their unity, but to a practical mastery over them.”

Alexander Bogdanov (1873–1928) Physician, philosopher, writer

Source: Tektology. The Universal Organizational Science, 1922, p. 61; as cited in: Tektology http://systemspedia.org/entry.aspx?entry=3505 in: systemspedia.org, 2012.

Alexander Bogdanov photo

“The experience and ideas of contemporary science lead us to the only integral, the only monistic understanding of the universe. It appears before us as an inŽ nitely unfolding fabric of all types of forms and levels of organization, from the unknown elements of ether to human collectives and star systems. All these forms, in their interlacement and mutual struggle, in their constant changes, create the universal organizational process, inŽ nitely split in its parts, but continuous and unbroken in its whole.”

Alexander Bogdanov (1873–1928) Physician, philosopher, writer

Source: Essays in tektology, 1980, p. 6

Paul DiMaggio photo

“Organizations may try to change constantly; but, after a certain point in the structuration of an organizational field, the aggregate effect of individual change is to lessen the extent of diversity within the field.”

Paul DiMaggio (1951) American sociologist

Source: "The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields," 1983, p. 148

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