Organizational Configurations

Recent studies have argued that the variety of organizational forms is limited and that certain common organizational configurations-alignments among strategy, structure and environment-occur with remarkable frequency and account-for a very significant fraction of organizations. This has been demonstrated empirically. The purpose of this paper is to probe into the cohesion, dynamics, and predictive implications of configurations. Ten propositions are derived by analyzing some representative configurations. It is proposed that the constrained variety and cohesion of configurations are caused by the interdependent, robust, cyclical, and reciprocal relationships among their parts. It is also argued that configurations vary in their first-order changes, but that all resist second-order changes, that is, changes in the direction of evolution. This makes them prone to long periods of momentum punctuated by brief periods of revolution. Finally, configurations are shown to vary in their internal relationships so that classification must precede prediction in organizational analysis. This suggests a middle range approach to paradigm development

Cognitive psychology · Cohesion (chemistry · Econometrics · Economic geography · Economics · Industrial engineering · Interdependence · Organizational change · Physics · Political science · Public relations · Reciprocal · Social science · Sociology · Statistical physics · Variety (cybernetics · Artificial Intelligence · Business Strategy and Innovation · Computer Science · Engineering · Entrepreneurship Studies and Influences · Innovation and Knowledge Management · Psychology

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