Organizational Sociology

W. Richard Scott

• Contents: Introduction: Contingency Theory: Organization design: an information processing view, Jay R. Galbraith; Organizational structure, environment and performance: the role of strategic choice, John Child; Alternative forms of fit in contingency theory, Robert Drazin and Andrew H. van den Ven; Organizational structures in Japanese and US manufacturing, James R. Lincoln, Mitsuyo Hanada and Kerry McBride. Resource Dependence Theory: The business firm as a political coalition, James G. March; A strategic contingencies theory of intraorganizational power, D.J. Hickson; C.R. Hinings, C.A. Lee, R.E. Schneck and J.M. Pennings; Merger as a response to organizational interdependence, Jeffrey Pfeffer; Testing a structural theory of corporate cooptation, Ronald S. Burt, Kenneth P. Christman and Harold C. Kilburn Jr. Interorganizational Directorate Ties as a Strategy for Avoiding Market Constraints on Profits: Population and Community Ecology: The population ecology of organizations, Michael T. Hannan and John Freeman; The ecology of organizational founding: American labor unions 1836-1985, Michael T. Hannan and John Freeman; The 2 ecologies: population and community perspectives on organizational evolution, W. Graham Astley; Technological discontinuities and organizational environments, Michael L. Tushman and Philip Anderson. Transactions Costs Money: The economics of organization: the transaction cost approach, Oliver E. Williamson; Organizational structure and economic performance: a test of the multidivisional hypothesis, Henry Ogden Armour and David J. Teece; A transaction cost approach to make-or-buy decisions, Gordon Walker and David Weber; Price and authority in inter-profit center transactions, Robert G. Eccles and Harrison C. White. Neo-Marxist: Towards a sociology of organizational structure, Graeme Salaman; The deskilling controversy, Paul Attewell; Corporate control and corporate rule: Britain in an international perspective, John Scott. Institutional Theor

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