“As open systems, organizations faced an environment that might be placid and benevolent, or turbulent and harsh. Economic, social, political, and technological changes could come rapidly or slowly, and some organizational arrangements might be better able to cope with the changing environment than others. Could it be that there was no one way to structure an organization that design was influenced by environmental factors and could vary, depending on technology?
Joan Woodward (1916–1971) took this contingency view, classified organizations by the complexity of the technology used in producing goods, and found that it influenced an organization’s structure. Her classification, ranging from less complex (1) to more advanced (3), consisted of (1) unit and small-batch production systems that produced made-to-order and customized products to meet consumers’ needs; (2) large-batch and mass production, which involved a fairly standardized or uniform product with but few variations in its final appearance; and (3) long-run continuous-process production, which involved a standard product manufactured by moving through a predictable series of steps.”

— Daniel A. Wren

Source: The evolution of management thought, 1972, p. 462-3 (in 2009 edition)

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Daniel A. Wren 5

American business theorist 1932

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“Paul Lawrence and Jay Lorsch (1967), who coined the label “contingency theory,” argue that different environments place differing requirements on organizations: specifically, environments characterized by uncertainty and rapid rates of change in market conditions or technologies present different challenges—both constraints and opportunities—to organizations than do placid and stable environments”

W. Richard Scott (1932) American sociologist

Source: Institutions and Organizations., 1995, p. 89 (2001: 103)

“A main problem in the study of organizational change is that the environmental contexts in which organizations exist are themselves changing, at an increasing rate and towards increasing complexity. This point, in itself, scarcely needs laboring. Nevertheless, characteristics of organizational environments demand consideration for their own sake if there is to be an advancement of understanding in the behavioral sciences of a great deal that is taking place under the impact of technological change, especially at the present time”

Fred Emery (1925–1997) Australian psychologist

Source: The Causal Texture of Organizational Environments (1963), p. 21.

Eric Trist (1909–1993) British scientist

Source: The Causal Texture of Organizational Environments (1963), p. 21

“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

“As both technologies and organizations undergo dramatic changes in form and function, organizational researchers are increasingly turning to concepts of innovation, emergence, and improvisation to help explain the new ways of organizing and using technology evident in practice. With a similar intent, I propose an extension to the structurational perspective on technology that develops a practice lens to examine how people, as they interact with a technology in their ongoing practices, enact structures which shape their emergent and situated use of that technology. Viewing the use of technology as a process of enactment enables a deeper understanding of the constitutive role of social practices in the ongoing use and change of technologies in the workplace. After developing this lens, I offer an example of its use in research, and then suggest some implications for the study of technology in organizations.”

Wanda Orlikowski American computer scientist

Source: "Using technology and constituting structures", 2000, p. 404; Abstract

“In brief, one can view organizing essentially as either an economic, behavioral, adaptive, mathematical, or decisional entity. In the aggregate most of these theories are concerned with structure, behavior, and strategy under conditions of change and complexity brought about by technology, environment, and human behavior.”

George R. Terry (1909–1979)

Source: Principles of Management, 1960, p. 314 (6th ed. 1971)

“Every social system is a functioning entity. That is, it is a system of interdependent structures and processes such that it tends to maintain a relative stability and distinctiveness of pattern and behaviour as an entity by contrast with its - social or other - environment, and with it a relative independence from environmental forces. It "responds", to be sure, to the environmental stimuli, but is not completely assimilated to its environment, maintaining rather an element of distinctiveness in the face of variations in environmental conditions. To this extent it is analogous to an organism”

Talcott Parsons (1902–1979) American sociologist

Talcott Parsons (1942) "Propaganda and Social Control". in: Parsons (1954) Essays in sociological theory http://archive.org/details/sociologicaltheo00pars , p. 143

“As we look around the organizational world we begin to see that it is possible to identify different species of organization in different kinds of environments. Just as we ﬁnd polar bears in arctic regions, camels in deserts, and alligators in swamps, we notice that certain species of organization are better ‘‘adapted’’ to speciﬁc environmental conditions than others. We ﬁnd that bureaucratic organizations tend to work most effectively in environments that are stable or protected in some way and that very different species are found in more competitive and turbulent regions, such as the environments of high-tech ﬁrms in the aerospace and microelectronics industries.”

Gareth Morgan book Images of Organization

Source: Images of Organization (1986), p. 39; As cited in as Vivien Martin -(2003) Leading change in health and social care. p. 157: About the organization as organism.

“Different subunits within an organization may confront different external demands. To cope with these various environments, organizations create specialized subunits with differing structural features. For example, some subunits may exhibit higher levels of formalization than others; some may be more centralized in decision making; some may be oriented to longer planning horizons. The more varied the types of environments confronted by an organization, the more differentiated its structure needs to be.”

W. Richard Scott (1932) American sociologist

Source: Institutions and Organizations., 1995, p. 89 (2001: 103)

“Considering enterprises as "open socio-technical systems" helps to provide a more realistic picture of how they are both influenced by and able to act back on their environment. It points in particular to the various ways in which enterprises are enabled by their structural and functional characteristics (“system constants”) to cope with the “lacks” and “gluts” in their available environment.”

Eric Trist (1909–1993) British scientist

Source: Organizational choice, (1963), p. 6

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