TY  - CHAP
AB  - Charged with a daunting task of organizational analysis, the good Stanford graduate of my era dutifully turns for inspiration to Dick Scott's Organizations: Rational, Natural and Open Systems. It is not quite the Bible, but it has a far more useful index and bibliography. And, as a beginning, I often encourage my own students to consider the basic “elements of organizations” that Scott presents in the form of a simple “diamond” typology, originally attributed to Harold Leavitt (1965) and in the most recent edition (Scott & Davis, 2007) updated to reflect the work of Nadler, Tushman, and Nadler (1997). This typology directs attention to five key components of any organizational phenomenon: (1) the participants; (2) the formal structure; (3) the informal structure; (4) the technology; and (5) the environment. Considering each of these elements may shed some light on the Stanford experience.
VL  - 28
SN  - 978-1-84950-930-5, 978-1-84950-931-2/0733-558X
DO  - 10.1108/S0733-558X(2010)0000028028
UR  - https://doi.org/10.1108/S0733-558X(2010)0000028028
AU  - Suchman Mark C.
ED  - Claudia Bird Schoonhoven
ED  - Frank Dobbin
PY  - 2010
Y1  - 2010/01/01
TI  - Chapter 24 Unpacking the Stanford case: an elementary analysis
T2  - Stanford's Organization Theory Renaissance, 1970–2000
T3  - Research in the Sociology of Organizations
PB  - Emerald Group Publishing Limited
SP  - 373
EP  - 386
Y2  - 2024/04/24
ER  -