“Today perhaps the most popular organizational theory is institutional theory.”
Richard M. Burton, Bo Eriksen, Dorthe Døjbak Håkonsson (2006). Organization Design: The Evolving State-of-the-Art. p. 28
Frank Dobbin, Claudia Bird Schoonhoven (eds) Stanford's Organization Theory Renaissance, 1970-2000, 2010. p. xvii
“Today perhaps the most popular organizational theory is institutional theory.”
Richard M. Burton, Bo Eriksen, Dorthe Døjbak Håkonsson (2006). Organization Design: The Evolving State-of-the-Art. p. 28
Source: Organizations: Theoretical Debates and the Scope of Organizational Theory, 2001, p. 1
“Organizational theory is based on a culture's answers to questions about the self.”
Danah Zohar (1997), Using the New Science to Rethink How We Structure and Lead Organizations. p. 96; cited in: Kathleen Manning (2013), Organizational Theory in Higher Education. p. 182.
Jerry I. Porras and Peter J. Robertson (1992). "Organisational development: Theory, practice and research", in: M. Dunnette, L. Hough (Eds), Consulting Psychologist Press, Palo Alto, p. 723
Eric Trist, "A concept of organizational ecology." Australian journal of management 2.2 (1977): 161-175. p. 161; abstract
Source: Organizations: Theoretical Debates and the Scope of Organizational Theory, 2001, p. 1
Source: The Social Psychology of Organizations (1966), p. 34
Kenneth D. Mackenzie (2011). The Organizational Hologram. p. 11
Lex Donaldson, "The normal science of structural contingency theory." Studying Organizations: Theory and Method. Thousand Oaks, Calif: Sage (1999): 51-70.
Context: Within organization studies, contingency theory has provided a coherent paradigm for the analysis of the structure of organizations. The paradigm has constituted a framework in which research progressed leading to the construction of a scientific body of knowledge... Contingency theory states that there is no single organizational structure that is highly effective for all organizations. It sees the structure that is optimal as varying according to certain factors such as organizational strategy or size. Thus the optimal structure is contingent upon these factors which are termed the contingency factors. For example, a small-sized organization, one that has few employees, is optimally structured by a centralized structure in which decision-making authority is concentrated at the top of the hierarchy, whereas a large organization, one that has many employees, is optimally structured by a decentralized structure in which decision-making authority is dispersed down to lower levels of the hierarchy.
Source: The Human Side of Enterprise (1960), p. 18 (2006; 24)