“Under norms of rationality, organizations seek to anticipate and adapt to environmental changes which cannot be buffered or leveled.”

— James D. Thompson

Proposition 2.4
Organizations in Action, 1967

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James D. Thompson11

American sociologist 1920–1973

Related quotes

“Under norms of rationality, organizations seek to buffer environmental influences by surrounding their technical cores with input and output components.”

James D. Thompson (1920–1973) American sociologist

Source: Organizations in Action, 1967, p. 20; Proposition 2.2

“When buffering, leveling, and forecasting do not protect their technical cores from environmental fluctuations, organizations under norms of rationality resort to rationing.”

James D. Thompson (1920–1973) American sociologist

Proposition 2.5
Organizations in Action, 1967

“Under norms of rationality, organizations seek to seal off their core technologies from environmental influences.”

James D. Thompson (1920–1973) American sociologist

Source: Organizations in Action, 1967, p. 19; Proposition 2.1

“Under norms of rationality, organizations seek to smooth out input and output transactions.”

James D. Thompson (1920–1973) American sociologist

Proposition 2.3
Organizations in Action, 1967

“The more sectors in which the organization subject to rationality norms is constrained; the more power the organization will seek over remaining sectors of its task environment… many constraints and unable to achieve power in other sectors of its task environment will seek to enlarge the task environment.”

James D. Thompson (1920–1973) American sociologist

Source: Organizations in Action, 1967, p. 36-37; As cited in: Christopher A. Simon (2001). To Run a School: Administrative Organization and Learning, p. 40

“Cagan’s adaptive mechanism for explaining expectations of inflation has sometimes been criticized as an ad hoc formulation that is inconsistent with the hypothesis that expectations are rational. In this paper, we have showed that conditions exist under which adaptive expectations are fully rational.”

Thomas J. Sargent (1943) American economist

"Rational expectations and the dynamics of hyperinflation." 1973

“A perennial problem of any organization which is involved in systems work of a changing nature is the need for the organization itself to change as it adapts to new opportunities, new objectives, new equipment, and new people.”

Harold Chestnut (1917–2001) American engineer

Source: Systems Engineering Tools, (1965), Systems Engineering Methods (1967), p. 119

“Once standards of procedures and the allocation of tasks and authority become the subject of normative agreements, the cost of change greatly increased. Normative agreements constrain adaptation in at least two ways. First, they provide a justification and an organizing principle for those elements that wish to resist reorganization (i. e. they can resist in terms of a shared principle). Second, normative agreements preclude the serious consideration of many alternative responses.”

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

Source: "The Population Ecology of Organizations," 1977, p. 931

“The second model is the functionalist model of mind. The organism through acquired S-R responses or through operations on the environmental manages to stay alive and adjust itself to the environment. The Thorndykian and Skinnerian approaches to learning and the adaptive model of the psychoanalytical theory come under this heading.”

Thaddus E. Weckowicz (1919–2000) Canadian psychologist

Source: Models of Mental Illness (1984), p. 102

“What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as afield, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes—coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.”

Paul DiMaggio (1951) American sociologist

Source: "The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields," 1983, p. 147; abstract

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