“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

Source: Organizations and Environments, 1979, p. 85

Adopted from Wikiquote. Last update June 3, 2021. History

Help us to complete the source, original and additional information

Do you have more details about the quote "Active loose coupling occurs when a subsystem of an organization is more tightly coupled to an environmental sector tha…" by Howard E. Aldrich?
Howard E. Aldrich photo
Howard E. Aldrich 5
American sociologist 1943

Related quotes

“This is a comparative study of six organizations operating in the same industrial environment. The subsystems (sales, research, and production) in each organization were differentiated from each other in terms of subsystem formal structures, the member's goal orientation, member's time orientations and member's interpersonal orientations. This differentiation was related to the requirements of the particular subenvironment with which each subsystem dealt. A relationship was found between the extent to which the states of differentiation and integration in each organization met the requirements of the environment and the relative economic performance of the organizations.”

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

Source: "Differentiation and integration in complex organizations," 1967, p. 1

“The state of segmentation of the organizational system into subsystems, each of which tends to develop particular attributes in relation to the requirements posed by its relevant external environment. Differentiation, as used here, includes the behavioral attributes of members of organizational subsystems.”

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

Source: Organization and environment: Managing differentiation and integration, 1967, p. 4

“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.”

Daniel Katz (1903–1998) American psychologist

Source: The Social Psychology of Organizations (1966), p. 34

“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

“When there are long delays in feedback loops, some sort of foresight is essential.”

Donella Meadows (1941–2001) American environmental scientist, teacher, and writer

Thinking in systems: A Primer (2008)

Randy Pausch photo

“Get a feedback loop and listen to it. … When people give you feedback, cherish it and use it.”

Randy Pausch book The Last Lecture

The Last Lecture (2007)

“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.

“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.

“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

“Perhaps the most important single characteristic of modern organizational cybernetics is this: That in addition to concern with the deleterious impacts of rigidly-imposed notions of what constitutes the application of good "principles of organization and management" the organization is viewed as a subsystem of a larger system(s), and as comprised itself of functionally interdependent subsystems.”

Richard F. Ericson (1919–1993) American academic

Source: Organizational cybernetics and human values (1969), p. 14-15

Related topics