Final summary of Hatch Organization Theory Full Detailed Summary

Detailed Explanations of Theories, Models, and Frameworks in Mary Jo
Hatch’s Organization Theory
This document presents detailed and expanded explanations of the core theories, models,
and frameworks presented in Mary Jo Hatch’s book 'Organization Theory: Modern,
Symbolic, and Postmodern Perspectives'. Each entry includes the conceptual foundation,
historical background, major contributors, key applications, and intended purpose within
organizational studies.
Modern Perspective
The modernist perspective in organization theory emphasizes objective reality, rational
analysis, and scientific approaches to understanding organizations. It seeks to explain
organizational phenomena through causal relationships and tends to focus on structure,
efficiency, performance, and control. Historically rooted in positivism and classical
management theories, this perspective is dominant in functionalist traditions. The purpose
is to create predictive models and enable managers to design optimal organizations using
data, metrics, and logic. It is prevalent in engineering-based models of efficiency and formal
organizational design.
Symbolic-Interpretive Perspective
This perspective focuses on how individuals within organizations create, interpret, and
sustain meanings. It draws from anthropology, sociology, and phenomenology. Symbolicinterpretive theorists explore rituals, language, metaphors, and culture, arguing that
organizations are socially constructed through interaction. Its foundation lies in
constructivist epistemology, and it emphasizes deep understanding over generalization. The
purpose is to uncover how meaning-making shapes organizational identity, values, and
behavior. It promotes empathy and interpretation rather than control or prediction.
Postmodern Perspective
The postmodern perspective critiques both the modernist and symbolic traditions. It sees
organizations as fragmented, pluralistic, and often contradictory. Drawing from
poststructuralism, deconstruction, and critical theory, postmodernists aim to expose hidden
power dynamics, question taken-for-granted assumptions, and celebrate diversity and
difference. This perspective is skeptical of grand narratives and universal truths, focusing
instead on local, marginalized, and often paradoxical stories. Its purpose is to destabilize
dominant ideologies and stimulate reflexivity, ethical awareness, and emancipation.
Resource Dependence Theory
Developed by Jeffrey Pfeffer and Gerald Salancik in the 1970s, this theory posits that
organizations are not autonomous but depend on external resources—such as capital,
labor, and materials—controlled by other actors. As such, organizations must manage
relationships, form alliances, and strategically adapt to external pressures. It emphasizes
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power, dependency, and strategic choice. The purpose is to explain how organizations can
reduce uncertainty and manage environmental constraints.
Institutional Theory
Institutional theory explores how organizations conform to social norms, values, and
regulations in order to gain legitimacy. Pioneered by Meyer and Rowan (1977) and
DiMaggio and Powell (1983), it explains why organizations that operate in different
contexts often look similar—through coercive, mimetic, and normative isomorphism. The
purpose is to understand how external institutional environments influence organizational
structure, identity, and behavior beyond efficiency motives.
Population Ecology
This theory views organizations through the lens of biological evolution. Instead of focusing
on individual decision-making, it considers populations of organizations subject to
environmental selection. Key processes include variation, selection, and retention.
Developed by Hannan and Freeman (1977), the theory asserts that organizational survival
is less about internal adaptability and more about fit with the environment. Its purpose is to
explain patterns of birth, growth, and mortality among organizations over time.
Stakeholder Theory
Stakeholder theory argues that organizations must consider the interests of all
stakeholders—not just shareholders. Developed by Edward Freeman in the 1980s, it
expands the notion of corporate responsibility to include employees, customers, suppliers,
communities, and others. The purpose is to foster ethical decision-making, long-term
sustainability, and inclusive value creation.
Mintzberg’s Five Organizational Structures
Henry Mintzberg identified five primary organizational configurations: simple structure,
machine bureaucracy, professional bureaucracy, divisionalized form, and adhocracy. Each
structure aligns with specific environmental and strategic conditions. Mintzberg's model
helps in diagnosing structural needs and implementing appropriate forms. The purpose is
to show how structure supports strategy, communication, and control mechanisms.
Mechanistic vs. Organic Structures (Burns & Stalker)
Tom Burns and G.M. Stalker (1961) proposed two contrasting organizational forms:
mechanistic (rigid hierarchy, formal rules) and organic (flexible roles, adaptive learning).
The theory links structural form to environmental stability. The purpose is to advise
organizations on how to align their internal structure with external conditions for better
adaptability.
Greiner’s Growth Model
Developed by Larry E. Greiner, this model outlines five (later six) phases of organizational
growth, each followed by a crisis: growth through creativity (crisis of leadership), direction
(crisis of autonomy), delegation (crisis of control), coordination (crisis of red tape), and
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collaboration (crisis of internal growth). The sixth phase is growth through alliances. The
model shows how internal challenges arise at different stages of growth and what structural
changes are needed to overcome them.
Structuration Theory (Anthony Giddens)
Giddens' theory bridges the gap between structure and agency by asserting that social
structures are both the medium and the outcome of social practices. In organizations, this
means that while structures guide behavior, they are also produced and reproduced
through actions. The purpose is to explain how organizational patterns are created and
sustained over time by the recursive use of rules and resources.
Woodward’s Typology of Technology
Joan Woodward classified technologies based on technical complexity—unit/small batch,
mass/large batch, and process/continuous flow. Her empirical research linked technology
type to structural characteristics and performance. The purpose is to identify optimal
organizational designs for different technology types and demonstrate the impact of
technology on structure.
Thompson’s Typology of Technology
James D. Thompson proposed a classification based on interdependence: long-linked
(sequential), mediating (pooled), and intensive (reciprocal). Each type requires different
coordination mechanisms. The purpose is to suggest how technological variability
influences organizational design and control systems.
Perrow’s Technology Typology
Charles Perrow categorized technologies based on task variability and problem
analyzability, creating a matrix of routine, engineering, craft, and nonroutine technologies.
His model helps managers understand the need for supervision, training, and
standardization in different contexts. The purpose is to inform structure and control
mechanisms suited to work types.
Schein’s Three Levels of Culture
Edgar Schein proposed that organizational culture exists on three levels: artifacts (visible
structures and processes), espoused values (strategies, goals, philosophies), and basic
underlying assumptions (unconscious beliefs). The purpose is to uncover the deep, often
hidden dimensions of culture that shape employee behavior and organizational identity.
Hofstede’s Cultural Dimensions
Geert Hofstede identified six dimensions of national culture: power distance, individualism
vs. collectivism, masculinity vs. femininity, uncertainty avoidance, long-term orientation,
and indulgence vs. restraint. These dimensions explain how values differ across cultures
and affect organizational behavior. The purpose is to enable cross-cultural understanding
and management.
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Gagliardi’s Fan Model of Culture
Gagliardi’s model shows how organizational identity, strategy, and culture are
interconnected in layers. It demonstrates that cultural change is evolutionary and
influences strategic choices. The purpose is to analyze resistance to change and the
dynamics of transformation within culture-bound organizations.
Hatch’s Cultural Dynamics Model
Mary Jo Hatch expanded on Schein’s model by introducing dynamic interactions among
assumptions, values, artifacts, and symbols. She included the processes of manifestation,
realization, and symbolization. The purpose is to show how culture evolves over time
through ongoing interaction.
Narrative Theory (Genette)
Gerard Genette’s narrative theory, as applied by Hatch, focuses on how narrative position,
voice, and temporal structure shape organizational storytelling. The purpose is to
understand how organizations create meaning, identity, and legitimacy through stories.
Cybernetic Control Theory
Drawn from systems theory, this model applies feedback loops and self-regulation
principles to organizations. Control is maintained by measuring outputs, comparing them
with goals, and adjusting activities accordingly. The purpose is to ensure stability and
performance through continuous monitoring and correction.
Agency Theory
This theory focuses on the relationship between principals (e.g., shareholders) and agents
(e.g., managers), highlighting issues like goal conflict and information asymmetry. It
advocates monitoring and incentive structures. The purpose is to align the interests of
stakeholders and reduce agency costs in organizational governance.
Lewin’s Change Model
Kurt Lewin’s three-stage model of change—unfreezing, changing, and refreezing—provides
a framework for implementing planned change. The model emphasizes preparing for
change, implementing it, and institutionalizing new behaviors. The purpose is to manage
resistance and ensure lasting organizational transformation.
SECI Model (Nonaka & Takeuchi)
This model describes knowledge creation as a spiral process involving four modes:
socialization, externalization, combination, and internalization. It integrates tacit and
explicit knowledge across individual, group, and organizational levels. The purpose is to
foster continuous learning and innovation in knowledge-intensive environments.
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Hermeneutics
An interpretive methodology that seeks to uncover meaning through dialogue, textual
analysis, and context. It treats organizations as texts to be interpreted. The purpose is to
deepen understanding of human experience within organizations.
Pragmatism
A philosophy focused on practical consequences and what works in practice. In
organization theory, it encourages adaptable, experimental, and participatory approaches.
The purpose is to link theory and practice in ways that support problem-solving and
innovation.
Lines of Flight (Deleuze & Guattari)
These are paths of escape from dominant systems or institutions. In organizations, they
represent resistance, creativity, and change outside traditional structures. The purpose is to
conceptualize how new organizational forms emerge through dissent and divergence.
Hacktivism
A postmodern form of activism using technology to subvert dominant institutions, challenge
power structures, and promote transparency. In organization theory, it symbolizes
decentralized, fluid forms of organizing. The purpose is to resist oppression and promote
ethical awareness through digital means.
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