A General contingency Theory of Management

Luthans, Fred; Stewart, Todd I.
April 1977
Academy of Management Review;Apr1977, Vol. 2 Issue 2, p181
Academic Journal
Recent formal recognition of situational influences on the management of complex organizations has led to an increasing number of contingency models, but a comprehensive and integrative theoretical framework for contingency management has been lacking. A General Contingency Theory (GCT) of Management is introduced as an overall framework that integrates the diverse process, quantitative and behavioral approaches to management; incorporates the environment; and begins to bridge the gap between management theory and practice.


Related Articles

  • Technology, Organizations, and Contingency. Jelinek, Mariann // Academy of Management Review;Jan1977, Vol. 2 Issue 1, p17 

    Development of organization theory toward contingent models has been paralleled by increasing elaboration of the concepts of environment and technology. A multiple-environment, multiple-technology model of the firm is proposed. Intervening technologies and elaborated structure protect the core...

  • An Introduction to Organizational Design. McCaskey, Michael B. // California Management Review;Winter74, Vol. 17 Issue 2, p13 

    In this synthesis of key concepts and findings from research on the design of organizations, the complex trade-offs involved in designing the structures and processes of an organization are examined from the contingency approach viewpoint. Empirical research provides guidelines for fitting...

  • Bounded Rationality and the Search for Organizational Architecture: An Evolutionary Perspective on the Design of Organizations and Their Evolvability. Ethiraj, Sendil K.; Levinthal, Daniel // Administrative Science Quarterly;Sep2004, Vol. 49 Issue 3, p404 

    We employ a computational model of organizational adaptation to answer three research questions: (1) How does the architecture or structure of complexity affect the feasibility and usefulness of boundedly rational design efforts? (2) Do efforts to adapt organizational forms complicate or...

  • Leader Power for Managing Change. Lee, James A. // Academy of Management Review;Jan1977, Vol. 2 Issue 1, p73 

    This analytical approach to the management of change includes an assessment of the leader's power to effect change. Factors limiting managers' influence in the change process are discussed. Choice of change technique seems to be of lesser importance than the ability to influence.

  • Toward a Contingency Theory of Multibusiness Organization Design. Pitts, Robert A. // Academy of Management Review;Apr1980, Vol. 5 Issue 2, p203 

    In this paper I develop a contingency mode! of organization design for multibusiness enterprises - those competing simultaneously in several different business areas - and compare this model to the one underlying most single-business contingency research. Three Important differences emerge: (1)...

  • Tightening up Loose Coupling in Organizations of Higher Education. Lutz, Frank W. // Administrative Science Quarterly;Dec82, Vol. 27 Issue 4, p653 

    Organizational researchers and practicing administrators in institutions of higher education during the last several years have accepted loose-coupling and garbage can models as accurate descriptions of universities and colleges. In this article, I examine the basic assumptions of these models...

  • A Model of Task Group Development in Complex Organizations and a Strategy of Implementation. Heinen, J. Stephen; Jacobson, Eugene // Academy of Management Review;Oct76, Vol. 1 Issue 4, p98 

    An intervention strategy for development of an industrial work group is proposed from a four stage model of group development. The group is distinguished from therapy and sensitivity groups in terms of its problem solving task purpose. The model reflects emphasis upon task structure rather than...

  • INDUSTRIAL HIERARCHY AND ABSTRACT LABOR: ON THE MYSTIFYING IDEOLOGY OF PARTICIPATION. Vianello, Mino // International Studies of Management & Organization;Spring/Summer78, Vol. 8 Issue 1/2, p142 

    The article focuses on issues related to organizational sociology and organizational structure. All authors who deal with organization theory sooner or later run into the problem of authority and, consequently, of hierarchy. In spite of differences in approach, the essence of their solutions to...

  • Development of the OCIR Model of the Intervention Process. Pate, Larry E. // Academy of Management Review;Apr1979, Vol. 4 Issue 2, p281 

    This article reviews recent efforts to develop a new model of the intervention process called the Organization--Change Agent--Interventions--Results (OCIR) model. He examines a traditional model for organizational change called the Truth--Love model and discusses how OCIR differentiates from...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics