“We find support for the contingency logic, suggesting that effective organization design has to take into account the underlying characteristics of the firm's knowledge base.”

— Jonas Ridderstråle

Julian Birkinshaw, Robert Nobel, and Jonas Ridderstråle. "Knowledge as a contingency variable: do the characteristics of knowledge predict organization structure?." Organization science 13.3 (2002): 274-289.

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Jonas Ridderstråle6

Swedish business theorist 1966

David A. Nadler (1948–2015) American organizational theorist

Source: "Information Processing as an Integrating Concept in Organizational Design." 1978, p. 613: Abstract

“… we take comfort in the symmetries we find in life because they suggest a design where there is none.”

Nicole Krauss book Great House

Source: Great House

“A competency is an underlying characteristic of the person that leads to or causes effective or superior performance.”

Richard Boyatzis (1946) American business theorist

Source: Competent manager (1982), p. 21.

“Contingency theory states that there is no single organizational structure that is highly effective for all organizations.”

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.

“The theme of this book, and the underlying premise of the external perspective on organizations, is that organizational activities and outcomes are accounted for by the context in which the organization is embedded.”

Jeffrey Pfeffer (1946) American academic

2003; 39
The External Control of Organizations, 1978

Gerald R. Salancik (1943–1996) American organizational theorist

2003; 39
The External Control of Organizations, 1978

“In today's volatile world, organizational design is an everyday, ongoing activity and challenge for every executive, whether managing a global enterprise or a small work team. Globalization, worldwide competition, deregulation, and ever-new technologies drive the ongoing reassessment of the organization. The executive response has been many new forms of organizational design: virtual, learning, modular, cellular, network, alliance, or spaghetti – to name a few. New organizational forms challenge old ways of organizing for efficiency and effectiveness. Yet fundamental design principles underlie any well-functioning organization. Organizations still require a formal design.”

Richard M. Burton (1939)

Richard M. Burton, ‎Børge Obel, ‎Gerardine DeSanctis (2011). Organizational Design: A Step-by-Step Approach. p. 3

Gerardine DeSanctis (1954–2005) American organizational theorist

Richard M. Burton ‎Børge Obel, ‎Gerardine DeSanctis (2011). Organizational Design: A Step-by-Step Approach. p. 3

“Mechanism… provides us with no grasp of the specific characteristics of organisms, of the organization of organic processes among one another, of organic 'wholeness', of the problem of the origin of organic 'teleology', or of the historical character of organisms… We must therefore try to establish a new standpoint which — as opposed to mechanism — takes account of organic wholeness, but… treats it in a manner which admits of scientific investigation.”

Ludwig von Bertalanffy (1901–1972) austrian biologist and philosopher