Charles Perrow (1925–2019) American sociologist
Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 52
Richard M. Burton, Bo Eriksen, Dorthe Døjbak Håkonsson (2008). Designing Organizations: 21st Century Approaches. p. 5
Charles Perrow (1925–2019) American sociologist
Source: 1970s, Organizational Analysis: A Sociological View, 1970, p. 52
James D. Thompson (1920–1973) American sociologist
Source: Organizations in Action, 1967, p. 13 (in 2011 edition)
Kenneth D. Mackenzie (1937) American management consultant
Kenneth D. Mackenzie (1986), Organizational design: the organizational audit and analysis technology. p. 154
Richard L. Daft (1964) American sociologist
Source: Organization Theory and Design, 2007-2010, p. 10; Cited in: Jan A. P. Hoogervorst (2009), Enterprise Governance and Enterprise Engineering, p. 80.
Harold Geneen (1910–1997) American businessman
Managing, Chapter Four (Two Organizational Structures), p. 64.
Lex Donaldson (1947) British-Australian organizational sociologist
Lex Donaldson, "The normal science of structural contingency theory." Studying Organizations: Theory and Method. Thousand Oaks, Calif: Sage (1999): 51-70.
Context: Within organization studies, contingency theory has provided a coherent paradigm for the analysis of the structure of organizations. The paradigm has constituted a framework in which research progressed leading to the construction of a scientific body of knowledge... Contingency theory states that there is no single organizational structure that is highly effective for all organizations. It sees the structure that is optimal as varying according to certain factors such as organizational strategy or size. Thus the optimal structure is contingent upon these factors which are termed the contingency factors. For example, a small-sized organization, one that has few employees, is optimally structured by a centralized structure in which decision-making authority is concentrated at the top of the hierarchy, whereas a large organization, one that has many employees, is optimally structured by a decentralized structure in which decision-making authority is dispersed down to lower levels of the hierarchy.
Talcott Parsons (1902–1979) American sociologist
Talcott Parsons (1956: 64); Partly cited in: Chiara Demartini (2013). Performance Management Systems: Design, Diagnosis and Use. p. 17
Howard Raiffa (1924–2016) American academic
Epilogue, p. 360.
The Art and Science of Negotiation (1982)
Philip Selznick (1919–2010) American sociologist
Source: "Foundations of the Theory of Organization," 1948, p. 25