Paul DiMaggio quote: “Organizations may try to change constantly; but, after a certain point in the structuration of an organizational field,…”

“In the theory of electric fields it is assumed that points have meaning. …Physicists using general relativity… cannot speak of a point, except by naming some features of the field lines that will uniquely distinguish that point. …the network of relationships evolve with time… constantly changing.”

Lee Smolin book Three Roads to Quantum Gravity

Three Roads to Quantum Gravity (2000)

“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.”

Paul DiMaggio (1951) American sociologist

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

“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.

“Contingency theory states that there is no single organizational structure that is highly effective for all organizations.”

Lex Donaldson (1947) British-Australian organizational sociologist

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.

“Hannan and Freeman examine the ecology of organizations by exploring the competition for resources and by trying to account for rates of entry and exit and for the diversity of organizational forms. They show that the destinies of organizations are determined more by impersonal forces than by the intervention of individuals by the intervention of individuals.”

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

Michael T. Hannan and John Freeman. Organizational ecology. Harvard University Press, 1993; Abstract.

“Hannan and Freeman examine the ecology of organizations by exploring the competition for resources and by trying to account for rates of entry and exit and for the diversity of organizational forms. They show that the destinies of organizations are determined more by impersonal forces than by the intervention of individuals by the intervention of individuals.”

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

Michael T. Hannan and John H. Freeman. Organizational ecology. Harvard University Press, 1993; Abstract.

“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

“Organizational forms — specific configurations of goals, boundaries, and activities — are the elements selected by environmental criteria, and change may occur either through new forms eliminating old ones or through the modification of existing forms. Environmental niches are distinct in combination of resources and other constraints that are sufficient to support organizational form. Organizational forms, then, are organized activity systems oriented toward exploiting the resources within a niche.
Selection pressures may favour or eliminate entire groups of organizations, such as industries, and the changing population distribution of organizations in a society reflects the operation of such selection pressures.”

Howard E. Aldrich (1943) American sociologist

Source: Organizations and Environments, 1979, p. 28

“Any planned social change will have to consider a multitude of factors characteristic for the particular case. The change may require a more or less unique combination of educational and organizational measures; it may depend upon quite different treatments or Ideology, expectation and organization. Still, certain general formal principles always have to be considered.”

Kurt Lewin (1890–1947) German-American psychologist

Source: 1940s, Quasi-Stationary Social Equilibria and the Problem of Permanent Change, 1947, p. 39.

“Organizational change is a set of behavioral science-based theories, values, strategies, and techniques aimed at the planned change of the organizational work setting for the purpose of enhancing individual development and improving organizational performance, through the alteration of organizational members' on-the-job behaviors.”

Jerry I. Porras (1938) American writer

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

“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.”

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