organization theory

103: Bringing Work Back In — Barley & Kunda

July 11, 2023 Catherine Jackson 0:03:54
In their 2001 Organization Science article “Bringing Work Back In,” Steven Barley and Gideon Kunda lamented how the study of work, its organization, and its performance shifted after the 1950s. Work was the center of attention among the classic era of organization studies beginning with Frederic Taylor, but afterward, the focus shifted to post-bureaucratic concepts such as boundaryless organizations and networks. Barley and Kunda argues that these new ideas are not grounded in rigorous studies of how people perform work in such new organizations.

100: Special Episode — The State of Organization Studies

April 18, 2023 Sarah Otner
For our 100th episode, we look outward toward the various fields of study that have fed into our podcast – organization studies, organization theory, management science, and others – and ask how strong or healthy those fields are. The disciple has, after all, gotten very big with thousands of scholars around the world doing important field work, research, and consultancy projects. But it has also become more fragmented and is experiencing the stresses and strains of a mature profession. So in this one-part reflection, we think about what we have learned so far in 100 episodes stretching over 7-1/2 years and where we might like to see the field go in the coming years.

93: Approaches to the Study of Work — Classics AoM PDW LIVE

September 13, 2022 Pedro Monteiro 00:03:29
This year’s professional development workshop (PDW) on Classics of Organization and Management Theory explored key approaches to the study of work and was held at the 2022 Annual Meeting of the Academy of Management in Seattle, Washington in the U.S. It represents the fourth edition of a standing series showcasing the enduring relevance of early organizational research. Steve Barley, Gina Dokko, Ingrid Erickson, and Davide Nicolini presented central insights on research traditions related to the study of work and related topics such as careers and technological change. They also addressed various ways that these insights can shed light on the changing nature of work.

What’s Coming for the Podcast in 2022!

February 21, 2022 Tom Galvin 00:03:36
As we enter our seventh year, we recognize the treasure trove of material that we have collected in our podcast episodes. And so, we are actively looking for ways to turn our program and website into a sort of digital library open for anyone interested in organization theory and management science. Take part in our survey to tell us what is important to you, and you could win a prize!

85: Carnegie-Mellon Series #6 — Organizations

January 11, 2022 Catherine Jackson 00:07:21
In this episode, we discuss the second edition of James March and Herbert Simon’s classic text 'Organizations.' In addition to the well-known concepts such as bounded rationality and satisficing, the book introduces an important critique of the mechanistic view that “classic” organization theory to that point approached organizations and its members. How do decisions get made? What causes individuals or join, stay in, or leave organizations? What about the causes and effects of conflict? We explore all this and more.

58: Contingency Approach – AOM 2019 Workshop LIVE

November 20, 2019 Pedro Monteiro

With Speakers Sarah Kaplan, Signe Vikkelsø, and Gino Cattani

This PDW represents the second edition of what we hope to be a standing series showcasing the enduring relevance of earlier organizational research and raise interest for it. We believe that paying attention to the classics of our field may complement the strong emphasis (at AOM and beyond) on new/disruptive ideas, enable cumulative insights, and promote the value of research committed to theorizing core organizational dynamics.

This edition focuses on the contingency approach as exemplary of classic scholarship in organization and management theory. We focus on the historical context of the contingency approach, the main ideas of authors and traditions associated with it, and their connections with contemporary research.

The Contingency Approach

The contingency approach gained in popularity during the 1960s and 1970s. Contingency theorists disputed the assumption at the time that a single form of organization is best for all firms and in all circumstances. They posited instead that the most appropriate organizational form is the one that is best suited to the kinds of actions a firm undertakes. In brief, scholars suggested that organizational effectiveness results from the fit between characteristics of the organization, such as its structure, and contingencies that reflect the particular situation of the organization. Contingencies can for instance include the size of an organization, its strategy, and its environment. Because it is the fit between organizational characteristics and contingencies that leads to high
performance, organizations seek to attain fit while avoiding misfit when confronted with changes in contingencies. They do so by adopting new organizational characteristics that fit new levels of the contingencies.
The contingency approach is associated with various scholars and research groups with divergent orientations and sensitivities. Some focused primarily on structure (e.g., the Aston School) while other were also interested in social relations (e.g., the Tavistock institute); many were concerned about the link between organization structure and demands from the environment, whereas others have a more discreet focus on the work process and its fit with internal conditions.

The contingency approach occupies an ambiguous position in today’s organizational scholarship. While some people see it as dated and surpassed, some of its key insights still underpin contemporary organizational research. Arguably, we all operate under the central contingency assumption that there is no ‘one best way’ (Donaldson, 2001); that structures and processes depend on certain conditions (Van de Ven, Ganco, & Hinings, 2013); and that organizing is about adjusting to circumstances and balancing competing demands (Lawrence and Lorsch, 1967). Besides, specific insights from the contingency approach continue to inform contemporary research on organization design (Grandori & Furnari, 2008), organizational change (Battilana & Casciaro, 2012), and other themes.

Our community as a whole does not always recognize how much contingency theory still matters. Worried about novelty and disruption, we sometimes lose sight of continuity (and our history) even though we are a somewhat new field in the social sciences. As a consequence, some critical aspects of the contingency approach — such as its attention to formal organizational structures (visible in the work of the Aston School, Joan Woodward, and James D. Thompson) and the task/work level of analysis (explored by researchers from the Tavistock Institute) — seem to have withered as organization theory became more interested in fields and macro dynamics. Much can, therefore, be gained by looking back to reflect on the importance of this approach in the development of our field and (re-)considering the analytical value of some of its axioms and insights!

In this PDW we paid particular attention to the European(/UK) tradition as this is usually overlooked in our area (especially the work of the Tavistock Institute). We selected authors and groups representing different aspects of this approach with presentations by Sarah Kaplan (on Joan Woodward), Signe Vikkelsø (on the Tavistock Institute and Socio-Technical Systems), and Gino Cattani (on James D. Thompson). This was followed by roundtables mediated by the speakers and a plenary discussion.

The episode begins with the presentation of some “postcards” — notes sent to us from several prominent scholars who applaud the attention we are giving to the contingency approach. You can view the postcards in the gallery below. Enjoy!

Full Episode (Postcards and All Speakers):
Introduction by Pedro Monteiro & Greetje Corporaal only:
Presentation by Sarah Kaplan only:
Presentation by Signe Vikkelsø only:
Presentation by Gino Cattani only:
Postcard Gallery!
[Show thumbnails]
To learn more:
  • Battilana, J., & Casciaro, T. (2012). Change Agents, Networks, and Institutions: A Contingency Theory of Organizational Change. Academy of Management Journal, 55(2), 381–398.
  • Donaldson, L. (2001). The contingency theory of organizations. Sage.
  • Grandori, A., & Furnari, S. (2008). A Chemistry of Organization: Combinatory Analysis and Design. Organization Studies, 29(3), 459–485.
  • Lawrence, P. R., & Lorsch, J. W. (1967). Differentiation and integration in complex organizations. Administrative science quarterly, 1-47.
  • Van de Ven, A. H., Ganco, M., & Hinings, C. R. B. (2013). Returning to the Frontier of Contingency Theory of Organizational and Institutional Designs. The Academy of Management Annals, 7(1), 393–440.
Related Episodes from the Talking About Organizations Podcast:
  • Episode 16 about Lawrence & Lorsch and Contingency Theory
  • Episode 34 about Trist & Bamforth and Socio-Technical Systems
  • Episode 46 about the 2018 Academy of Management professional development workshop on Organization Theory Classics
Resources from the Workshop:

Professional Development Workshop information sheet — Classics of Management and Organization Theory 2019

 

46: Classics of Management and Organization Theory – AoM 2018 Workshop LIVE

September 12, 2018 Pedro Monteiro

With Speakers Paul Adler, Silvia Dorado, Siobhan O’Mahony, and Marc Ventresca

A special recording from a workshop on management classics held at the 2018 Academy of Management Conference in Chicago. Hosted by Pedro, this PDW intended to raise interest towards classic authors/ideas in the field of organization and management theory. It offered scholars from all levels the opportunity to reflect on insights of earlier scholarship and their relevance for current research, complementing the strong emphasis (on new ideas and approaches. This is of great importance as the field has thus far been more attentive to disruptions than continuities; pursuing novelty over tradition.

In the workshop, senior scholars presented talks on four classic authors (Karl Marx, Mary Parker Follett, Mary Douglas, and Albert Hirschman) to discuss their contemporary relevance. This was followed by a roundtable discussion limited to fifty participants.

The workshop demonstrated how attentive (re)readings of classic scholarship reaffirm time and time again their enduring importance. The discussion provided valuable insights on central organizational research problematics (e.g., coordination and control), stimulated complex thinking, enabled analytical comparisons between current and past phenomena (e.g., industrialization and digitization), and serve as ‘exemplars’ of academic excellence and of research that is problem-driven and focused on real-world issues.

We are working to include a similar workshop at next year’s conference and hope to make this a routine event at future AOMs!

Available on the website are four flyers prepared by the Talking About Organizations team that introduce each of the classic authors and a set of photographs from the event. We hope you enjoy the discussion!

All of us at Talking About Organizations are to the four terrific speakers – Paul, Silvia, Siobhan, and Marc – for their outstanding contributions!

Flyers of the Four Classic Authors Discussed:

Click on the links below to access the information sheets provided at the workshop.

Albert O. Hirschman | Karl Marx | Mary Douglas | Mary Parker Follett

Photos from the Workshop (click on a thumbnail to enlarge):

To find out more:

Adler, P. S. (2009). A social science which forgets its founders is lost. In The Oxford Handbook of Sociology and Organization Studies Classical Foundations. Oxford University Press.

Barley, S. R. (2015). 60th Anniversary Essay: Ruminations on How We Became a Mystery House and How We Might Get Out. Administrative Science Quarterly, 1–8.

Davis, G. F. (2016). Organization Theory and the Dilemmas of a Post-Corporate Economy. Research in the Sociology of Organizations (Vol. 48, pp. 311–322). Emerald Group
Publishing Limited.

Davis, G. F., & Zald, M. N. (2009). Sociological Classics and the Canon in the Study of Organizations (pp. 1–13). Oxford University Press.

Gay, du, P., & Vikkelsø, S. (2016). For Formal Organization. Oxford University Press.

Hallett, T., and M. J. Ventresca (2006). “Inhabited Institutions: Social Interactions and Organizational Forms in Gouldner’s Patterns of Industrial Bureaucracy.” Theory and
Society, 35: 213–236.

Hinings, C. R., Greenwood, R., & Meyer, R. (2016). Dusty Books?: the liability of oldness. Academy of Management Review.

Kilduff, M., & Dougherty, D. (2000). Change and Development in a Pluralistic World: the View From the Classics. Academy of Management Review, 25(4), 777–782.

Lounsbury, M., & Carberry, E. J. (2016). From King to Court Jester? Weber’s Fall from Grace in Organizational Theory. Organization Studies, 26(4), 501–525.

Pugh, D. S., & Hickson, D. J. (2007). Writers on organizations.

Stinchcombe, A. L. (1982). Should sociologists forget their mothers and fathers? The American Sociologist, 17, 2–11.

Thornton, P. H. (2009). The Value of the Classics: 1–19. In The Oxford Handbook of Sociology and Organization Studies Classical Foundations. Oxford University Press.