“From one point of view, structure is a part of technology; for example the spread of the bureaucratic form of organization might be said to be the most profound technological innovation in the last 3 or 4 centuries.”

Source: 1960s, "Hospitals: technology, structure and goals", 1965, p. 914

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Charles Perrow71

American sociologist 1925–2019

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“As both technologies and organizations undergo dramatic changes in form and function, organizational researchers are increasingly turning to concepts of innovation, emergence, and improvisation to help explain the new ways of organizing and using technology evident in practice. With a similar intent, I propose an extension to the structurational perspective on technology that develops a practice lens to examine how people, as they interact with a technology in their ongoing practices, enact structures which shape their emergent and situated use of that technology. Viewing the use of technology as a process of enactment enables a deeper understanding of the constitutive role of social practices in the ongoing use and change of technologies in the workplace. After developing this lens, I offer an example of its use in research, and then suggest some implications for the study of technology in organizations.”

Wanda Orlikowski American computer scientist

Source: "Using technology and constituting structures", 2000, p. 404; Abstract

“My own principal interest lies in the sphere of industrial organization, which of all major forms of human organization is, in its present magnitude, the most modern. For this the reason is evident. The vast present-day units of industrial organization are products mainly of one creating factor, namely the technology of mass production, and this technology, born of the industrial revolution, has been almost exclusively an evolution of the last century. In contrast other major forms of human organization — the state, the church, the army — are as old as human history itself. Yet if we examine the structure of these forms of organization we shall find that, however diverse their purposes, the underlying principles of organization are ever the same.”

James D. Mooney (1884–1957) American businessman

Source: "The principles of organization", 1937, p. 90

“To call for decentralization, representative bureaucracy, collegial authority, or employee-centered, innovative or organic organizations - to mention only a few of the highly normative prescriptions that are being offered by social scientists today - is to call for a type of structure that can be realized only with a certain type of technology, unless we are willing to pay a high cost in terms of output. Given a routine technology, the much maligned Weberian bureaucracy probably constitutes the socially optimum form of organizational structure.”

Charles Perrow (1925–2019) American sociologist

Source: 1960s, "A Framework for the Comparative Analysis of Organizations", 1967, p. 204

“Every major technological innovation propels humanity forward to the point of no return.”

Newton Lee American computer scientist

Facebook Nation: Total Information Awareness (2nd Edition), 2014

“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)

“This paper develops a new theoretical model with which to examine the interaction between technology and organizations. Early research studies assumed technology to be an objective, external force that would have deterministic impacts on organizational properties such as structure. Later researchers focused on the human aspect of technology, seeing it as the outcome of strategic choice and social action. This paper suggests that either view is incomplete, and proposes a reconceptualization of technology that takes both perspectives into account. A theoretical model-- the structurational model of technology--is built on the basis of this new conceptualization, and its workings explored through discussion of a field study of information technology. The paper suggests that the reformulation of the technology concept and the structurational model of technology allow a deeper and more dialectical understanding of the interaction between technology and organizations. This understanding provides insight into the limits and opportunities of human choice, technology development and use, and organizational design. Implications for future research of the new concept of technology and structurational model of technology are discussed.”

Wanda Orlikowski American computer scientist

Source: "The duality of technology" 1992, p. 389; Abstract

“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)

“The technologies which have had the most profound effects on human life are usually simple.”

Freeman Dyson book Infinite in All Directions

Source: Infinite in All Directions (1988), Ch. 8 : Quick Is Beautiful, p. 135
Context: The technologies which have had the most profound effects on human life are usually simple. A good example of a simple technology with profound historical consequences is hay. Nobody knows who invented hay, the idea of cutting grass in the autumn and storing it in large enough quantities to keep horses and cows alive through the winter. All we know is that the technology of hay was unknown to the Roman Empire but was known to every village of medieval Europe. Like many other crucially important technologies, hay emerged anonymously during the so-called Dark Ages. According to the Hay Theory of History, the invention of hay was the decisive event which moved the center of gravity of urban civilization from the Mediterranean basin to Northern and Western Europe. The Roman Empire did not need hay because in a Mediterranean climate the grass grows well enough in winter for animals to graze. North of the Alps, great cities dependent on horses and oxen for motive power could not exist without hay. So it was hay that allowed populations to grow and civilizations to flourish among the forests of Northern Europe. Hay moved the greatness of Rome to Paris and London, and later to Berlin and Moscow and New York.

“I think the biggest innovations of the twenty-first century will be the intersection of biology and technology. A new era is beginning, just like the digital one was when I was his age.”

Walter Isaacson book Steve Jobs

Source: Steve Jobs

“Every major technological innovation propels humanity forward to the point of no return. … Instead of turning back, we must continue to innovate and push humanity towards the next point of no return. It is a good thing.”