Aisle B - Major Theoretical Perspectives and Schools - Talking About Organizations Podcast

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Resources: Main Page | Research Methods (A) | Major Theories (B) | Issues and Contemporary Topics (C) | Professional Education (D)

This Aisle is organized along one perspective on the undulating terrain that is organization studies. Here, we have tried to divide the complex and dynamic network of theories, constructs, and relationships among them into logical and recognizable clusters. It is not intended to be the “one best way” but “a way” of introducing newer scholars and practitioners to the field. (Truth be told, there was a lot of constructive disagreement among us as well).

So how did we do it? Much of our discourse followed the same thought processes we use to identify “classic” readings for the program. We describe important readings as those providing both unique and enduring contributions to the field, such as creating a new literature stream or successfully critiquing or debunking an old one. Using Kuhn (1952), we might think of it as a founding perspective of a new theory or the identification of an “anomaly” that potentially warrants a change in perspective.

To put this in practical terms, several themes can be identified regarding our justifications for including a reading in the program. And no, not every reading satisfies all the below, but they are all close.

Originality. Originality means a lot of different things, but we determined that important classics of organization studies were truly “original” in some way. Here are some of the criteria we have used, however imperfect they may be:

Originality of the Concept. We often choose what might be considered “the” foundational reading such as Frederic Taylor’s Principles of Scientific Management (Episode 1) or Trist & Bamforth’s study of coal mines that led to sociotechnical systems theory (Episodes 34 and 114). Foundational need not mean “old” or purely academic. We have included episodes seeking to find the origins of popular ideas such as Maslow’s pyramid (Episode 3), Kurt Lewin’s three-phase model of organizational change (Episode 55), and the so-called “Peter Principle” (Episode 112) — often finding that the popular conceptions are wrong or incomplete.
Originality within a Concept, Stream, or Community. Sometimes there is not one foundational reading but several, such as various works we have covered from the Hawthorne studies (Episodes 9, 33, and 119) or from a group of scholars collaborating within a subfield (e.g., our series on the Carnegie-Mellon School).
Originality of Voice. We seek diverse views that critique mainstream theories or offer alternative perspectives. Examples include our episodes on Acker’s paper on gendering in organizations (Episode 99), Ibarra-Colado’s coloniality in organizational studies (Episode 70), the works of Charles Clinton Spaulding and other African-American business leaders (Episode 56), and Louis Brandeis’ calls for professionalizing business (Episode 84).
Originality in Context. Sometimes foundational ideas generate from real-life episodes, incidents, or case studies that serve as lenses to view current events. Examples include episodes on remote work (Episodes 63 and 66) during the COVID-19 pandemic and some of our movie episodes, in particular American Factory on culture clashes (Episode 68) and Invictus on the leadership of Nelson Mandela following the end of apartheid in South Africa (Episode 97).

Explanatory Power. An important theoretical perspective helps us make sense of organizational phenomena that other approaches struggle to explain. For instance, institutional theory helps us understand why organizations in the same field tend to become similar over time (institutional isomorphism, covered in Episode 120) that rational economic theories alone could not explain so well.

Practical Utility. As Kurt Lewin famously wrote, “There is nothing so practical as a good theory.” Our program generally focuses on theories that map to practical action, that can be utilized in some way by managers (though not always directly) or that can highlight potential errors or risks that managers may be overlooking. That is not to say we consider purely theoretical works unimportant, but that our program focuses on the desire to bridge theory and practice. Contingency theory (Rack BC, Episode 16, Episode 60) is an example. It has helped managers understand that there is no “one best way” to organize, but rather that organizational effectiveness depends on finding the right fit between structure and environment.

Generative capacity. Important theoretical perspectives do more than explain what managers perceive but also help researchers pursue new possibilities and ask new questions. Resource dependence theory (Episode 116), for example, not only explained why organizations form relationships with others but opened up new questions about power, autonomy, and strategic management of dependencies.

The “Syllabus Test.” We considered a reading a classic if the answers to questions like these were ‘yes.’ Is a reading included as a foundational reading among postgraduate courses in organizational studies? Or, has it been identified among contemporary peer-reviewed literature as being foundational? We do not wish to be seen as cherry-picking our favorite readings or ones that merely comport with our own backgrounds alone. Rather, we want to cover readings that are recognized (at least by some) as foundational. Sometimes that means we cover readings none of us on the cast had read before — which is why we bring in guests! For example, we invited guests to help us enter into the subfields of economic sociology (Episode 117), law and organization (Episode 110), and organizational responses to whistleblowing (Episode 45).

With this in mind, below are the 12 clusters of theories (organized as “Racks”) we came up with. Where is your favorite theory covered?

Racks in this Aisle:

Portions of the above text were initially drafted using OpenAI queries including “What are the benefits and challenges of business schools in promoting organization studies?”

Resources: Main Page | Research Methods (A) | Major Theories (B) | Issues and Contemporary Topics (C) | Professional Education (D)

Aisle B – Major Theoretical Perspectives and Schools

Racks in this Aisle:

Rack BA — Classic Organization and Management Theory

Rack BB1 – Organizational Behavior (Micro-Individual)

Rack BB2 — Organizational Behavior (Meso-Groups and Teams)

Rack BB3 — Organizational Behavior (Macro-Org/System)

Rack BC — Contingency Theory

Rack BD — Organizational Design

Rack BG — Organizational Development and Change

Rack BH – Human Dimension – Culture, Climate, Identity

Rack BI — Institution Theory

Rack BL — Leadership Theories

Rack BM – Modern Management Theories

Rack BQ — Postmodern and Critical Theories