“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

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

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John H. Freeman 2

(1944-2008) US-American sociologist and organizational theo… 1944–2008

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

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

“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

“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 (1943) US-American sociologist of Stanford University

Source: Organizational ecology, 1989, p. 8

“Competition for power is of two sorts: between organizations, and between individuals for leadership within an organization.”

Bertrand Russell (1872–1970) logician, one of the first analytic philosophers and political activist

Source: 1930s, Power: A New Social Analysis (1938), p. 165

“The recycling of resource by the aggregate behavior of a diverse array of agents is much more than the sum of the individual actions.”

John H. Holland (1929–2015) US university professor

Source: Hidden Order - How Adaptation Builds Complexity (1995), Ch 1. Basic Elements, p. 31

“This paper introduces a concept of organizational ecology. This refers to the organizational field created by a number of organizations, whose interrelations compose a system at the level of the field as a whole. The overall field becomes the object of inquiry, not the single organization as related to its organization-set. The emergence of organizational ecology from earlier organization theory is traced and illustrated from empirical studies. Its relevance to the task of institution-building, in a world in which the environment has become exceedingly complex and more interdependent, is argued.”

Eric Trist (1909–1993) British scientist

Eric Trist, "A concept of organizational ecology." Australian journal of management 2.2 (1977): 161-175. p. 161; abstract

“A population ecology perspective on organization-environment relations is proposed as an alternative to the dominant adaptation perspective. The strength of inertial pressures on organizational structure suggests the application of models that depend on competition and selection in populations of organizations. Several such models, as well as issues arising in attempts to apply them to the organization-environment problem, are discussed.”

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

Source: "The Population Ecology of Organizations," 1977, p. 929; Article abstract

“March and Simon's work reflects a key concern with the issue of inducing contributions from organizational members and emphasizes rationality in organizations. The writing of Likert and McGregor reflects a central interest in organizational arrangements for releasing the underutilized energy of individual members. Argyris' work emphasizes the impact of the organization on individual development. All of these writers tend to start with the individual as the basic unit of analysis and build toward the large organization, while we are proposing to start with larger, sociological entities- the entire organization and its larger subsystems.”

Paul R. Lawrence (1922–2011) American business theorist

Source: "Differentiation and integration in complex organizations," 1967, p. 3

“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 semimetaphysical problems of the individual and society, of egoism and altruism, of freedom and determinism, either disappear or remain in the form of different phases in the organization of a consciousness that is fundamentally social.”

Margaret Mead (1901–1978) American anthropologist

Source: 1930s, Growing Up in New Guinea (1930), p. 696, as cited in Social Cognitive Psychology: History and Current Domains (1997), David F. Barone, James E. Maddux, Charles R. Snyder . p. 20

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