How Organisations Connect: Investing in Communciation by Simon Ville, Gordon Boyce, Stuart MacIntyre

By Simon Ville, Gordon Boyce, Stuart MacIntyre

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Organisations must change governance style so as to regain and maintain power and control in order to ensure goals are met. They must do so even if it means co-opting selected staff into the decision-making process and using imperative control, which includes the expectation that staff will subjugate themselves to the vision, rule and power of the leader(s) in order to achieve common goals. In exchange, subordinates get paid and may even be provided with some level of empowerment over their work (Pitsis 2006; Clegg, Courpasson and Phillips 2006).

Ville, S. ’, University of Wollongong, Economics Working Paper Series 04–05, 2004. Williamson, O. , Markets and Hierarchies, Free Press, New York, 1975. Williamson, O. , The Economic Institutions of Capitalism, Free Press, New York, 1985. indd 31 31 31/10/06 12:09:02 PM 3 The Art of Alliancing: From Imperative Control to Collaborative Coordination Stewart R. Clegg and Tyrone S. Pitsis Contingency theory, an unabashedly functionalist, deterministic and positivist science, has been a popular approach to the analysis of organisations.

Indd 32 31/10/06 12:09:02 PM experiment. Organisations, therefore, are one big experimental condition for the management scientist. Traditional forms of organisational design are regarded by organisational contingency theorists as inflexible; thus for organisations to survive in complex environments they must act in highly rational ways through structural adjustment to regain fit with their contingency variables (Galbraith 1973, 1994; Galbraith and Lawler 1993; Donaldson 1996). There is a burgeoning literature on new organisational forms, which even the most sophisticated contingency theory perspectives have difficulty in appropriating into a consistent argument (Child and Rodrigues 2003).

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