Organisational Theories and Models

  • Pietro Previtali

Abstract

The intent of this chapter is to illustrate various organisational theories that were developed in the last century, beginning from “scientific management”, also called “Taylorism”, to the more recent theories of “population ecology”, “new institutionalism” and “transaction cost theory”. We will illustrate the current state of organisational theories and follow its evolution along paths both convergent and divergent, before arriving at a point where an unequivocal understanding of organisational theories and models is difficult. Our attention will then turn to neo-institutional theory, and we will explore how organisations attempt to incorporate norms by drawing from their environments. Here, we illustrate the concept of “institutional isomorphism” as a fundamental explanation for the homogenisation of organisational forms and compliance to norms and laws by articulating three distinct types: “mimetic isomorphism”, “normative isomorphism” and “coercive isomorphism”.

Keywords

Organisational Theory Resource Dependence Theory Transaction Cost Theory Market Governance Mimetic Isomorphism 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

References

  1. Burns T, Stalker G (1961) The management of innovation. Tavistock, LondonGoogle Scholar
  2. Crozier M (1963) Le Phénoméne Bureaucratique. Editions du Servil, ParisGoogle Scholar
  3. Davis GF (1991) Agents without principles? The spread of the poison pill through the intercorporate net-work. Adm Sci Q 36:583–613CrossRefGoogle Scholar
  4. DiMaggio PJ, Powell WW (1983) The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. Am Sociol Rev 48(2):147–160CrossRefGoogle Scholar
  5. Dobbin F, Sutton JR (1998) The strength of a weak state: the rights revolution and the rise of human resources management divisions. Am J Sociol 104:441–476CrossRefGoogle Scholar
  6. Donaldson L (1987) Strategy and structural adjustment to regain fit and performance: in defense of contingency theory. J Manag Stud 24(1):1–24CrossRefGoogle Scholar
  7. Donaldson L (2001) The contingency theory of organizations. Foundations for organizational science. Sage, Thousand OaksCrossRefGoogle Scholar
  8. Edelman LB (1990) Legal environments and organizational governance: the expansion of due process in the American workplace. Am J Sociol 95:1401–1440CrossRefGoogle Scholar
  9. Edelman LB (1992) Legal ambiguity and symbolic structures: organizational mediation of civil rights law. Am J Sociol 97:1513–1576CrossRefGoogle Scholar
  10. Empson L (2006) Professionals in partnership. In: John C (ed) Production values: futures of professionalism. Demos, London, pp 144–152Google Scholar
  11. Fayol H (1930) Industrial and general administration (trans: Coubrough JA). Sir Isaac Pitman, LondonGoogle Scholar
  12. Hall R (1991) Organizations: structures, processes and outcomes. Prentice Hall, Englewood CliffsGoogle Scholar
  13. Hannan MT, Freeman J (1977) The population ecology of organizations. Am J Sociol 82(5):929–964CrossRefGoogle Scholar
  14. Haveman HA (1993) Follow the leader: mimetic isomorphism and entry into new markets. Adm Sci Q 38:564–592CrossRefGoogle Scholar
  15. Lawrence P, Lorsch J (1967) Organization and environment. Harvard Business School, Boston, MAGoogle Scholar
  16. Leicht KT, Fennel LM (2008) Institutionalism and the professions. In: Greenwood R, Oliver C, Suddaby R, Sahlin-Andersson K (eds) The SAGE handbook of organizational institutionalism. Sage, Los Angeles, pp 431–448.Google Scholar
  17. Mayo E (1933) The human problems of an industrial civilization. Harvard, CambridgeGoogle Scholar
  18. Merton R (1949) Social theory and social structure. The Free Press, New YorkGoogle Scholar
  19. Meyer JW, Rowan B (1977) Institutionalized organizations: formal structure as myth and ceremony. Am J Sociol 83(2):340–363CrossRefGoogle Scholar
  20. Oliver C (1997) Sustainable competitive advantage: combining institutional and resource-based views. Strateg Manag J 18:697–713CrossRefGoogle Scholar
  21. Ouchi W (1979) A conceptual framework for the design of organizational control mechanisms. Manag Sci 25(9):833–848CrossRefGoogle Scholar
  22. Pennings J (1975) The relevance of the structural contingency model for organizational effectiveness. Adm Sci Q 20:393–410CrossRefGoogle Scholar
  23. Pennings J (1992) Structural contingency theory: a reappraisal. Res Organ Behav 14:267–309Google Scholar
  24. Perrow C (1961) The analysis of goals in complex organizations. Am Sociol Rev 26:854–866CrossRefGoogle Scholar
  25. Pfeffer J (1982) Organizations and organization theory. Ballinger, CambridgeGoogle Scholar
  26. Pfeffer J, Salancik G (1978) The external control of organizations: a resource dependence perspective. Harper&Row, New YorkGoogle Scholar
  27. Pugh D (1973) The measurement of organization structures: does the context determine form? Organ Dyn 1:19–34CrossRefGoogle Scholar
  28. Pugh D, Hickson DF, Hinings CR, Turner C (1968) Dimension of organizational structure. Adm Sci Q 13:65–91CrossRefGoogle Scholar
  29. Scott WR (1987) The adolescence of institutional theory. Adm Sci Q 32(4):493–511CrossRefGoogle Scholar
  30. Scott WR (1995) Institutions and organizations. Sage, Thousand OaksGoogle Scholar
  31. Selznick P (1948) Foundations of the theory of organization. Am Sociol Rev 13(1):25–35CrossRefGoogle Scholar
  32. Selznick P (1949) TVA and the grass roots: a study in the sociology of formal organization. University of California Press, BerkeleyGoogle Scholar
  33. Taylor FW (1911) The principles of scientific management. Harper & Brothers, New YorkGoogle Scholar
  34. Thompson J (1967) Organization in action. McGraw-Hill, New YorkGoogle Scholar
  35. Tolbert PS, Zucker LG (1983) Institutional sources of change in the formal structure of organizations: the diffusion of civil service reform, 1880-1935. Adm Sci Q 28:22–39CrossRefGoogle Scholar
  36. Trist E, Bamforth K (1951) Some social and psychological consequences of the longwall method of coal getting. Hum Relat 4:3–38CrossRefGoogle Scholar
  37. Weber M (1921) Economy and society. University of California Press, BerkeleyGoogle Scholar
  38. Williamson O (1975) Markets and hierarchies. The Free Press, New YorkGoogle Scholar
  39. Woodward J (1958) Management and technology. Oxford University Press, LondonGoogle Scholar

Copyright information

© Springer International Publishing Switzerland 2015

Authors and Affiliations

  • Pietro Previtali
    • 1
  1. 1.Economics and Management ScienceUniversity of PaviaPaviaItaly

Personalised recommendations