“For wide classes of organizations there are very strong inertial pressures on structure arising from both internal arrangements (for example, internal politics) and from the environment (for example, public legitimation of organizational activity). To claim otherwise is to ignore the most obvious feature of organizational life. Failing churches do not become retail stores nor do firms transform themselves into churches.”

— Michael T. Hannan

Source: "The Population Ecology of Organizations," 1977, p. 957

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Michael T. Hannan 12

US-American sociologist of Stanford University 1943

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“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

“All large organizations have an internal power struggle over the goals and resources of the organization…. In the largest firms, there are two bases of control : formal ownership and authority. Those who own the firm control by virtue of ownership. Authority relations embedded in the organizational structure legitimate how managers can control organizations.”

Neil Fligstein (1951) American sociologist

Source: The transformation of corporate control, 1993, p. 10 ; As cited in: François L'Italien, BÉHÉMOTH CAPITAL. Contribution à une théorie dialectique de la financiarisation de la grande corporation. Université Laval, 2012. p. 147 (Many of the following quotes came from this source)

“Many formal organizational structures arise as reflections of rationalized institutional rules. The elaboration of such rules in modern states and societies accounts in part for the expansion and increased complexity of formal organizational structures. Institutional rules function as myths which organizations incorporate, gaining legitimacy, resources, stability, and enhanced survival prospects. Organizations whose structures become isomorphic with the myths of the institutional environment-in contrast with those primarily structured by the demands of technical production and exchange-decrease internal coordination and control in order to maintain legitimacy. Structures are decoupled from each other and from ongoing activities. In place of coordination, inspection, and evaluation, a logic of confidence and good faith is employed.”

John W. Meyer (1935) Sociologist and professor at Stanford University

Meyer, John W., and Brian Rowan. " Institutionalized organizations: Formal structure as myth and ceremony http://www.sasse.se/akademiska/310/meyer%20rowan.pdf." American journal of sociology (1977): 340-363.

“Inertial pressures prevent most organizations from radically changing strategies and structures.”

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

Source: Organizational ecology, 1989, p. 22

“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 theory is one of the most vibrant areas in sociological research. Scholars from many subfields, (medical sociology, political sociology, social movements, education) have felt compelled to study organizational theory because of the obviously important role that complex organizations play in their empirical research. But scholars who do not do organizational theory are often struck at how arcane the debates are within organizational theory. They also think most of organizational theory is about firms and thus, the theory does not seem to have much application to other kinds of social arenas.”

Neil Fligstein (1951) American sociologist

Source: Organizations: Theoretical Debates and the Scope of Organizational Theory, 2001, p. 1

“Fit is a feasible set of equally effective internally consistent patterns of organizational context and structure.”

Andrew H. Van de Ven (1945) American business theorist

Robert Drazin, and Andrew H. Van de Ven. "Alternative forms of fit in contingency theory." Administrative science quarterly (1985): 514-539.

“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

“Certainly everywhere in the church there are examples of the rich who give up all things, who become poor for God. They did exist. But in doing this, they either chose the hermit life and withdrew from the life of the church, or they were canonized and held up as miraculous instances of sanctity, that is, they were excluded from the concrete life of the church, set outside the church as “saints” whom, of course, there was no question of ordinary people ever imitating.”

Jacques Ellul (1912–1994) French sociologist, technology critic, and Christian anarchist

Source: The Subversion of Christianity (1984), p. 32

“Human artifacts not only include material structures and objects, such as buildings, machines, and automobiles, but they also include organizations, organizational structures like extended families... tribes, nations, corporations, churches, political parties, governments, and so on. Some of these may grow unconsciously, but they all originate and are sustained by the images in the human mind.”

Kenneth E. Boulding (1910–1993) British-American economist

Source: 1970s, Ecodynamics: A New Theory Of Societal Evolution, 1978, p. 121

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