Frank Dobbin (1956) American sociologist
Frank Dobbin, Claudia Bird Schoonhoven (eds) Stanford's Organization Theory Renaissance, 1970-2000, 2010. p. xvii
Richard M. Burton, Bo Eriksen, Dorthe Døjbak Håkonsson (2006). Organization Design: The Evolving State-of-the-Art. p. 28
Frank Dobbin (1956) American sociologist
Frank Dobbin, Claudia Bird Schoonhoven (eds) Stanford's Organization Theory Renaissance, 1970-2000, 2010. p. xvii
Neil Fligstein (1951) American sociologist
Source: Organizations: Theoretical Debates and the Scope of Organizational Theory, 2001, p. 1
“Organizational theory is based on a culture's answers to questions about the self.”
Danah Zohar (1945) American writer
Danah Zohar (1997), Using the New Science to Rethink How We Structure and Lead Organizations. p. 96; cited in: Kathleen Manning (2013), Organizational Theory in Higher Education. p. 182.
Kenneth D. Mackenzie (1937) American management consultant
Kenneth D. Mackenzie (2011). The Organizational Hologram. p. 11
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.
Walton Hale Hamilton (1881–1958) Yale Law Professor
After all control and institutions and processes are immediate things. They can all be translated into terms of human conduct...
Source: The Institutional Approach to Economic Theory, 1919, p. 311-6
Jerry I. Porras (1938) American writer
Jerry I. Porras and Peter J. Robertson (1992). "Organisational development: Theory, practice and research", in: M. Dunnette, L. Hough (Eds), Consulting Psychologist Press, Palo Alto, p. 723
Douglas McGregor (1906–1964) American professor
Source: The Human Side of Enterprise (1960), p. 18 (2006; 24)
Robert Aumann (1930) Israeli-American mathematician
Robert Aumann (2000) Collected Papers: Vol. 1. p. 47