A sociological critique of an organizational theory of power

Samenvatting

Recent developments in Organization Theory have been concerned with developing "contingency" models of organization systems. They have been criticized by J. Child for neglecting power processes in organizations ("Organization: A Choice for Man," in Child, J. [Ed] Man and Organization, London: 1973). Recently, a "Strategic Contingency" theory of power in organizations has been presented (Hickson, D. J. et al, "A Strategic Contingencies Theory of Intraorganizational Power," Administration Science Quarterly, 1971, 16, 2, 216-229). It is argued that the reformulated concept of strategic contingency does not obviate the types of criticisms that might be made of such a theory from a sociological stance. The concept of contingency explanation in organization theory is rejected. A sociological perspective on organizations is proposed. Strategic contingency theory may then be seen as a theory of managerial influence in an unexplicated & taken-for-granted context of power. The critique of the Strategic Contingency theory is related to the sociological insufficiency of exchange and pluralist theories in general. Alternative directions for theorizing are suggested. Modified HA.