“Inertial pressures prevent most organizations from radically changing strategies and structures.”

—  Michael T. Hannan

Source: Organizational ecology, 1989, p. 22

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Michael T. Hannan 12
US-American sociologist of Stanford University 1943

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“For wide classes of organizations there are very strong inertial pressures on structure arising from both internal arrangements (for example, internal politics) and from the environment (for example, public legitimation of organizational activity). To claim otherwise is to ignore the most obvious feature of organizational life. Failing churches do not become retail stores nor do firms transform themselves into churches.”

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

Source: "The Population Ecology of Organizations," 1977, p. 957

“A population ecology perspective on organization-environment relations is proposed as an alternative to the dominant adaptation perspective. The strength of inertial pressures on organizational structure suggests the application of models that depend on competition and selection in populations of organizations. Several such models, as well as issues arising in attempts to apply them to the organization-environment problem, are discussed.”

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

Source: "The Population Ecology of Organizations," 1977, p. 929; Article abstract

“Product of complex interactions within and between the organization’s social structure, leadership groups and environment. … They are never static but subject to continual pressure and changes over time.”

Charles Perrow (1925–2019) American sociologist

Source: 1960s, Authority, Goals and Prestige in a General Hospital, 1960, p. 2

“In brief, one can view organizing essentially as either an economic, behavioral, adaptive, mathematical, or decisional entity. In the aggregate most of these theories are concerned with structure, behavior, and strategy under conditions of change and complexity brought about by technology, environment, and human behavior.”

George R. Terry (1909–1979)

Source: Principles of Management, 1960, p. 314 (6th ed. 1971)

Lewis Mumford photo

“If we are to prevent megatechnics from further controlling and deforming every aspect of human culture, we shall be able to do so only with the aid of a radically different model derived directly, not from machines, but from living organisms and organic complexes (ecosystems).”

Lewis Mumford book The Myth of the Machine

The Myth of the Machine (1967-1970), The Pentagon of Power (1970)
Context: If we are to prevent megatechnics from further controlling and deforming every aspect of human culture, we shall be able to do so only with the aid of a radically different model derived directly, not from machines, but from living organisms and organic complexes (ecosystems). What can be known about life only through the process of living — and so is part of even the humblest organisms — must be added to all the other aspects that can be observed, abstracted, measured. … Once an organic world picture is in the ascendant, the working aim of an economy of plenitude will be not to feed more human functions into the machine, but to develop further man's incalculable potentialities for self-actualization and self-transendence, taking back into himself deliberately many of the activities he has too supinely surrendered into the mechanical system. <!-- p. 395

“Critics of structural contingency theory sometimes argue that it is not sensible for organizations to move into fit with their contingencies, because while the organization is changing its structure to fit the contingencies, the contingencies themselves change, so that the organizational structural change does not produce fit. Nevertheless, by moving towards the fit, the organization is decreasing misfit, and thereby increasing its performance relative to what it would be if it were to make no structural change.”

Lex Donaldson (1947) British-Australian organizational sociologist

Source: The contingency theory of organizations, 2001, p. 23.

“The hardware of a computer is useless without the right software. Similarly, in an organization the hardware (strategy and structure) is inert without the software (beliefs and behaviors).”

Larry Bossidy (1935) American businessman

Source: Execution: The Discipline of Getting Things Done

“We argue that in order to deal with the various inertial pressures the adaptation perspective must be supplemented with a selection orientation. We consider first two broad issues that are preliminary to ecological modelling. The first concerns appropriate units of analysis. Typical analyses of the relation of organizations to environments take the point of view of a single organization facing an environment.”

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

Source: "The Population Ecology of Organizations," 1977, p. 933

Carl Menger photo

“The solution of the most important problems of the theoretical social sciences in general and of theoretical economics in particular is thus, closely connected with the question of theoretically understanding the origin and change of 'organically' created social structures.”

Carl Menger (1840–1921) founder of the Austrian School of economics

Source: Investigations into the Method of the Social Sciences, 1883, p. 147

“Our conception is that of a theory about the system in an inertial state… if the organism is a system in an inertial state, as our law expresses it, the metabolic processes generally have to follow the established system; the ever progressing findings must replace the general expression of 'a system in an inertial state' by a more and more detailed knowing about the nature of this system and its chemical, osmotic, fermentive system conditions.”

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

Bertalanffy (1929, p. 95-97) as cited in: Felix Müller, M. Leupelt (1998) Eco targets, goal functions, and orientors . p. 308
1920s

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