Tom Burns quote: “The effective organization of industrial resources… alters in important respects in conformity with changes in extrinsi…”

“This study partitions the total variance in rate of return among FTC Line of Business reporting units into industry factors (whatever their nature), time factors, factors associated with the corporate parent, and business-specific factors. Whereas Schmalensee (1985) reported that industry factors were the strongest, corporate and market share effects being extremely weak, this study distinguishes between stable and fluctuating effects and reaches markedly different conclusions. The data reveal negligible corporate effects, small stable industry effects, and very large stable business-unit effects. These results imply that the most important sources of economic rents are business-specific; industry membership is a much less important source and corporate parentage is quite unimportant.”

Richard Rumelt (1942) American economist

Source: "How Much Does Industry Matter?", 1991, p. 167; Abstract

“I propose an idealist ontology that makes sense of reality in a more parsimonious and empirically rigorous manner than mainstream physicalism, bottom-up panpsychism, and cosmopsychism. The proposed ontology also offers more explanatory power than these three alternatives, in that it does not fall prey to the hard problem of consciousness, the combination problem, or the decombination problem, respectively. It can be summarized as follows: there is only cosmic consciousness. We, as well as all other living organisms, are but dissociated alters of cosmic consciousness, surrounded by its thoughts. The inanimate world we see around us is the extrinsic appearance of these thoughts. The living organisms we share the world with are the extrinsic appearances of other dissociated alters.”

Bernardo Kastrup Dutch computer scientist and philosopher

" The Universe in Consciousness https://philarchive.org/archive/KASTUI", Journal of Consciousness Studies, Vol. 25, iss. 5-6 (2018), p. 125

“All complex organizations use people to pursue their tasks, but people-changing organizations work not only with or through people but also on them. People constitute the raison d'etre of these organizations, and, and, as our label suggests, the desired product is a new or altered person. People-changing organizations can be contrasted with organizations that produce, distribute, or service inanimate objects or symbols. The latter may have important consequences for their members' statuses, role-orientations, identities, and personalities, but these alterations are usually incidental, personal, or instrumental. In people-changing organizations the alterations re the primary end. Conceived in this way, the term "people-changing" encompasses a broad variety of organizations, ranging from the monastery (which cleanses the soul while teaching the outward signs of grace) to Menninger's (which restructures the personality), and even to the House of Venus”

Charles Perrow (1925–2019) American sociologist

which reshapes buttocks and identity simultaneously
Source: 1960s, Organization for treatment, 1966, p. 3

“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

“I firmly believe that any organization, in order to survive and achieve success, must have a sound set of beliefs on which it premises all its policies and actions.
Next I believe that the most important single factor in corporate success is faithful adherence to those beliefs.
And, finally I believe if an organization is to meet the challenge of a changing world, it must be prepared to change everything about itself except those beliefs as it moves through corporate life.
Basic philosophy, spirit and drive of an organization have far more to do with its relative achievements than do technological or economic resources, organizational structure, innovation and timing…”

Thomas Watson, Jr. (1914–1993) American businessman and diplomat

Watson, Jr. (1962) as cited in: Heather Clark, John Chandler, Jim Barry (1994) Organisation and Identities: : Text and Readings in Organizational Behaviour. p. 355.

“The effects of subunit power on organizational decision making and the bases of subunit power are examined in a large midwestern state university. It is hypothesized that subunits acquire power to the extent that they provide resources critical to the organization and that power affects resource allocations within organizations in so far as the resource is critical to the subunits and scarce within the organization. Departmental power is found to be most highly correlated with the department's ability to obtain outside grants and contracts, with national prestige and the relative size of the graduate program following closely in importance. Power is used most in the allocation of graduate university fellowships, the most critical and scarce resource, and is unrelated to the allocation of summer faculty fellowships, the least critical and scarce resource.”

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

Gerald R. Salancik, and Jeffrey Pfeffer. "The bases and use of power in organizational decision making: The case of a university." Administrative Science Quarterly (1974): 453-473; p. 454; Abstract.

“The debate regarding which individual factor, among the three key factors producing the environmental crisis, causes more damage - the size of the human population on the planet, excessive consumption of resources or unequal/ unjust distribution of resources among countries [the wealthier countries consume much more resources than poorer countries] - is like a debate about which contributes more to a triangle, the base or the ribs of the triangle. You can not separate the three factors. If we analyze the numbers over a relatively longer time interval, we will conclude that the size of the population has a bigger impact than consumption. On the other hand, consumption and unequal distribution are also important aspects. If we do not change these three factors all at the same time, the quality of our life will change dramatically. Today humanity is delivering a serious blow to nature, but it is clear that nature will deliver the final blow.”

Paul R. Ehrlich (1932) American scientist and environmentalist

Paul Ehrlich, People should produce far fewer children, or expect the worst http://www.haaretz.co.il/1.1875624 (Dec. 2012), Haaretz

“Once employees base their motivation on extrinsic factors they are much less likely to take chances, question established policies and practices, or explore the territory that lies beyond the company vision as defined by management.”

Chris Argyris (1923–2013) American business theorist/Professor Emeritus/Harvard Business School/Thought Leader at Monitor Group

Source: On organizational learning (1999), p. 236; as cited in: Edward D. Garten, ‎Delmus E. Williams (2008) Advances in Library Administration and Organization. p. 51

“In New Directions for Organization Theory, Jeffrey Pfeffer offers a comprehensive analysis and overview of the field of organization theory and its research literature. This work traces the evolution of organization studies, particularly its more recent history, and highlights the principle concepts and controversies characterizing the study of organizations. Pfeffer argues that the world of organizations has changed in several important ways, including the increasing externalization of employment and the growing use of contingent workers; the changing size distribution of organizations, with a larger proportion of smaller organizations; the increasing influence of external capital markets on organizational decision-making and a concomitant decrease in managerial autonomy; and increasing salary inequality within organizations in the US compared both to the past and to other industrialized nations. These changes and their public policy implications make it especially important to understand organizations as social entities. But Pfeffer questions whether the research literature of organization studies has either addressed these changes and their causes or made much of a contribution to the discussion of public policy…”

Jeffrey Pfeffer (1946) American academic

Book abstract.
New Directions for Organization Theory, 1997

“The management system of an organization must have compatible component parts if it is to function effectively. This conclusion has a very important implication; experiments in organizations must involve internally consistent changes. The traditional atomistic research design is not appropriate for experiments involving organizational theory or management systems. Every aspect of a management system is related to every other part and interacts with it.
The results obtained by altering a single variable or procedure while keeping all others the same usually will yield quite different results from those obtained when that variable is changed along with simultaneous and compatible changes in all other aspects of the management system. The true influence of altering one aspect of the system cannot be determined by varying it and it alone… In experiments involving organizational theory and management systems, therefore, a systems approach must be used. The organic integrity of each system must be maintained while experimental variations are being made.”

Rensis Likert (1903–1981) American statistician

Source: The Human Organization, 1967, p. 123

“The effective organization of industrial resources… alters in important respects in conformity with changes in extrinsic factors.”

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