ABSTRACT
Although the field of sociology has spawned more than one theory of organizational functioning and structure that utilizes systems concepts, the work of Thompson is more centrally focused on the open systems approach than any other. In its concern with technological variables (usually manufacturing technology) it is related to those theories that emphasize the technological imperative and thus the causal impact of technology on process and structure (see Miner 2002). In its concern with decision making it has much in common with the theories treated in Part II of this volume. Above all, however, Thompson’s is an open systems theory dealing with organization—environment relationships and their effects.
