Paul DiMaggio quote: “By organizational field, we mean those organizations that, in the aggregate, constitute a recognized area of institutio…”

“Entrepreneurs often are organizational products… The capital required, human resources, space, information, permits and licenses are all provided, perhaps grudgingly, by existing organizations.”

John H. Freeman (1944–2008) (1944-2008) US-American sociologist and organizational theorist

John H. Freeman, "Entrepreneurs as Organizational Products: Semiconductor Firms and Venture Capital Firms," Advances in the Study of Entrepreneurship, Innovation, and Economic Growth, 1 (1986): 33-52

“Like it or not, giant, vertically integrated corporate enterprises were the most efficient means of organizing the production and distribution of mass produced goods and services. Bringing together supply chains, production processes, and distribution channels in vertically integrated companies under centralized management dramatically reduced transaction costs, increased efficiencies and productivity, lowered the marginal cost of production and distribution, and, for the most part, lowered the price of goods and services to consumers, allowing the economy to flourish. While those at the top of the corporate pyramid disproportionately benefited from the increasing returns on investment, it’s only fair to acknowledge that the lives of millions of consumers also improved appreciably in industrialized nations.”

Jeremy Rifkin (1945) American economist

The Zero Marginal Cost Society: The Internet of Things, the Collaborative Commons, and the Eclipse of Capitalism (2014)

“Organizations may try to change constantly; but, after a certain point in the structuration of an organizational field, the aggregate effect of individual change is to lessen the extent of diversity within the field.”

Paul DiMaggio (1951) American sociologist

Source: "The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields," 1983, p. 148

“When we talk about drugs, we blame the producers, not the consumers. But when we talk about weapons, we blame the consumers, no the producers. The reason consists, as I understand, in the place of power. In the case of drugs, the products are the others, not us; in the case of weapons, the consumers are the others; we limit ourselves to their production.”

Jorge Majfud (1969) Uruguayan-American writer

La Jornada, México (2 May 2007) http://www.lajornadadeoriente.com.mx/2007/05/02/puebla/s1ret14.php

“As open systems, organizations faced an environment that might be placid and benevolent, or turbulent and harsh. Economic, social, political, and technological changes could come rapidly or slowly, and some organizational arrangements might be better able to cope with the changing environment than others. Could it be that there was no one way to structure an organization that design was influenced by environmental factors and could vary, depending on technology?
Joan Woodward (1916–1971) took this contingency view, classified organizations by the complexity of the technology used in producing goods, and found that it influenced an organization’s structure. Her classification, ranging from less complex (1) to more advanced (3), consisted of (1) unit and small-batch production systems that produced made-to-order and customized products to meet consumers’ needs; (2) large-batch and mass production, which involved a fairly standardized or uniform product with but few variations in its final appearance; and (3) long-run continuous-process production, which involved a standard product manufactured by moving through a predictable series of steps.”

Daniel A. Wren (1932) American business theorist

Source: The evolution of management thought, 1972, p. 462-3 (in 2009 edition)

“Many formal organizational structures arise as reflections of rationalized institutional rules. The elaboration of such rules in modern states and societies accounts in part for the expansion and increased complexity of formal organizational structures. Institutional rules function as myths which organizations incorporate, gaining legitimacy, resources, stability, and enhanced survival prospects. Organizations whose structures become isomorphic with the myths of the institutional environment-in contrast with those primarily structured by the demands of technical production and exchange-decrease internal coordination and control in order to maintain legitimacy. Structures are decoupled from each other and from ongoing activities. In place of coordination, inspection, and evaluation, a logic of confidence and good faith is employed.”

John W. Meyer (1935) Sociologist and professor at Stanford University

Meyer, John W., and Brian Rowan. " Institutionalized organizations: Formal structure as myth and ceremony http://www.sasse.se/akademiska/310/meyer%20rowan.pdf." American journal of sociology (1977): 340-363.

“This paper introduces a concept of organizational ecology. This refers to the organizational field created by a number of organizations, whose interrelations compose a system at the level of the field as a whole. The overall field becomes the object of inquiry, not the single organization as related to its organization-set. The emergence of organizational ecology from earlier organization theory is traced and illustrated from empirical studies. Its relevance to the task of institution-building, in a world in which the environment has become exceedingly complex and more interdependent, is argued.”

Eric Trist (1909–1993) British scientist

Eric Trist, "A concept of organizational ecology." Australian journal of management 2.2 (1977): 161-175. p. 161; abstract

“By autopoietic organization, Maturana and Varela meant the] processes interlaced in the specific form of a network of productions of components which realizing the network that produced them constitutes it as a unity.”

Francisco Varela (1946–2001) Chilean biologist

Source: Autopoiesis and cognition: The realization of the living (1980), p. 80 as cited in: Lee O. Thayer, George A. Barnett (1997) * Organization-Communication: Emerging Perspectives, Volume 5:. p. 193

“By autopoietic organization, Maturana and Varela meant the] processes interlaced in the specific form of a network of productions of components which realizing the network that produced them constitutes it as a unity.”

Humberto Maturana (1928) Chilean biologist and philosopher

Source: Autopoiesis and cognition: The realization of the living (1980), p. 80 as cited in: Lee O. Thayer, George A. Barnett (1997) * Organization-Communication: Emerging Perspectives, Volume 5:. p. 193.

“Being vegetarian here also means that we do not consume dairy and egg products, because they are products of the meat industry. If we stop consuming, they will stop producing. Only collective awakening can create enough determination for action.”

Thich Nhat Hanh (1926) Religious leader and peace activist

Source: The Fruitful Darkness: A Journey Through Buddhist Practice and Tribal Wisdom

“By organizational field, we mean those organizations that, in the aggregate, constitute a recognized area of institutional life: key suppliers, resource and product consumers, regulatory agencies, and other organizations that produce similar services or products.”

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