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Since 1961 a considerable number of studies has been carried out using the framework and methodology of the Aston Programme. The present 3 volumes bring together for the first time in one publication a comprehensive set of the published research papers, of the Aston studies and their developments, and the critiques which they have attracted, over a period of more than 30 years from 1963 to 1997. A considerable number of research workers have contributed to the development of this approach: The first generation Aston researchers who inaugurated the organizational level studies, the first Aston study, and who have remained involved in subsequent work: Derek Pugh, David Hickson, Bob Hinings. The second generation Aston researchers who contributed to the first Aston study include: Keith Macdonald, Christopher Turner, Theo Nichols. Philip Levy. The third generation Aston researchers who developed the National study and extended the approach to group and role level research include: John Child, Kerr Inkson, Roy Payne, Diana Pheysey. John Fairhead. The fourth generation Aston researchers who undertook further extensions and replications of the approach, not at Aston, but at other centres at which the work developed (primarily the University of Alberta, Canada, and the London Business School) include: Gloria Lee, Martin Evans, Will McQuillan, Lex Donaldson, Malcolm Warner, Roger Mansfield, Royston Greenwood, Charles McMillan, Tony Ellis, Alan Bryman, Stuart Ranson, Joe Schwitter, Denzo Horvath, Koya Azumi, Alfred Kieser, M. Badran. Other scholars working in the Aston approach have contributed replications, developments and critiques based on previously published detailed accounts of the methodology used and the results obtained. They include: Bernard Reimann, Peter Grinyer, M. Yasai-Ardekani, Zaki Ayoubi, S. Shenoy, V. Routamma, R. Zeffane, G. Miller, Howard Aldrich, Johannes Pennings, W. McKelvey, J. Kimberley, John Kmetz, William Starbuck, L. Fry, K. Kraft, Jerrold Hage, V. Richardson, M. Brossard, M. Maurice.
The work of all these scholars is represented in the present set of 3 volumes. Volume 1 is concerned with The Aston study and its developments. Volume 2 focuses on papers which make International comparisons of firms in different countries using the Aston methodology. Volume 3, Extensions and critiques., is concerned with extensions to group and individual level studies, methodological issues, and critiques of the approach. The third volume has, in addition, a Postscript in which are described some of the processual issues involved in managing this large research programme. Although the Aston work was started 40 years ago, the continual appearance from that time until the present of papers discussing the work makes clear the continuing use of the methodology developed and interest in the results obtained. It is to enable scholars to ready access the work that this collection of relevant papers has been published. List of Contents Volume 1 The Aston Study and its developments Introduction A. The conceptual framework of the programme 1. D.S.Pugh, D.J.Hickson, C.R.Hinings, K.M.Macdonald, C.Turner and T.Lupton (1963), 'A conceptual scheme for organizational analysis', Administrative Science Quarterly, 8, 289-315. B. The First Aston study 2. C.R. Hinings, D.S.Pugh, D.J.Hickson and C. Turner (1967) 'An approach to the study of bureaucracy' Sociology, 1, 61-72. 3. D.S.Pugh, D.J.Hickson, C.R.Hinings and C.Turner (1968), 'Dimensions of organization structure' Administrative Science Quarterly, 13, 65-105. 4. D.S.Pugh, D.J.Hickson, C.R.Hinings and C.Turner (1969), 'The context of organization structures' Administrative Science Quarterly, 14, 91-114. 5. D.S.Pugh, D.J.Hickson and C.R.Hinings (1969), 'An empirical taxonomy of structures of work organizations' Administrative Science Quarterly, 14, 115-126. 6. D.J.Hickson, D.S.Pugh and Diana C.Pheysey (1969) 'Operations technology and organization structure: an empirical reappraisal', Administrative Science Quarterly, 14, 378-397. C. The National study 7. J. Child (1972) 'Organization structure and strategies of control: a replication of the Aston study', Administrative Science Quarterly, 17, 163-177. 8. J.Child (1972) 'Organization structure, environment and performance: the role of strategic choice' Sociology, 6, 1-22. 9. J.Child and R. Mansfield (1972) ''Technology, size and organization structure' Sociology, 6, 869-893. 10. J. Child (1973) 'Predicting and understanding organization structure', Administrative Science Quarterly, 18, 168-185. 11. J. Child (1973) 'Parkinson's progress: accounting for the number of specialists in organizations', Administrative Science Quarterly, 18, 328-348. 12. J. Child (1974) 'Managerial and organizational factors associated with company performance - I', Journal of Management Studies, 11, 175-189. 13. J. Child (1975) 'Managerial and organizational factors associated with company performance - II', Journal of Management Studies, 12, 12-27. D. Further replications 14. J.H.K.Inkson, D.S.Pugh and D.J.Hickson (1970) 'Organization context and structure: an abbreviated replication' Administrative Science Quarterly, 15 , 318-329. 15. C.R. Hinings and Gloria L. Lee (1971) 'Dimensions of organizational structure and their context: a replication', Sociology, 5, 83-93. 16. B.C. Reimann (1973) 'On the dimensions of bureaucratic structure: an empirical reappraisal' Administrative Science Quarterly, 18 , 462-476. 17. B.C. Reimann (1977) 'Dimensions of organization technology and structure: an exploratory study', Human Relations, 30, 545-566. 18 M.G.Evans and W. McQuillan (1977) 'A logitudinal analysis of the context and structure of a large British financial institution', Journal of Management Studies, 14, 131-146. 19. B.C. Reimann (1980) 'Organization structure and technology in manufacturing firms: system versus work flow level perspectives' Academy of Management Journal, 23 , 61-77. 20. J. Wheeler, R. Mansfield and D. Todd (1980) 'Structural implications of organizational dependencies' Organization Studies, 1, 327-348. 21. P.J. Grinyer and M. Yasai-Ardekani (1980) 'Dimensions of organizational structure: a critical replication' Academy of Management Journal, 23, 405-421. 22. A. Bryman, E.T. Beardsworth, E.T. Keil and J. Ford (1983) 'Research note: organization size and specialization' Organization Studies, 4, 271-277. E. Replications in other forms of organization 23. J.Child, R. Loveridge and M. Warner (1973) 'Towards an organizational study of Trade Unions', Sociology, 7, 71-91. 24. L. Donaldson and M. Warner (1974) 'Bureaucratic and electoral control in occupational interest associations', Sociology, 8, 47-51. 25. L. Donaldson and M. Warner (1974) 'Structure of organization in occupational interest associations' Human Relations, 27, 721-38. 26. C.R. Hinings and B.D. Foster (1973) 'The organization structure of churches: a preliminary model' Sociology, 7, 93-106. 27. C.R. Hinings and A. Bryman (1974) 'Size and the administrative component in churches' Human Relations, 27, 457-475. 28. C.R. Hinings, S, Ranson and A. Bryman (1976) 'Churches as organizations: structure and context' in D.S.Pugh and C.R.Hinings (eds) Organization structure: extensions and replications, Farnborough: Saxon House. pp 102-114. 29. E.A.Holdaway, J.F.Newberry, D.J.Hickson and R.P.Heron (1975) 'Dimensions of organizations in complex societies: the educational sector', Administrative Science Quarterly, 20 , 37-58. 30. R. Greenwood and C.R. Hinings (1976) 'Contingency theories and public bureaucracies' in D.S.Pugh and C.R.Hinings (eds) Organization structure: extensions and replications, Farnborough: Saxon House. pp 87-101. Volume 2 International comparisons Introduction to volume 2 F. International comparisons 1. D.J.Hickson, C.R.Hinings, C.J.Mcmillan and J.P.Schwitter (1974) 'The culture-free context of organization structure' Sociology, 8, 59-80. 2. M. Brossard and M. Maurice (1976) 'Is there a universal model of organization structure?', International Studies of Management and Organization, 6, 11-45.. 3. J.H.K.Inkson, J.P.Schwitter, Diana C. Pheysey and D.J.Hickson (1970) 'A comparison of organization structure and managerial roles: Ohio, USA and the Midlands, England' Journal of Management Studies, 7, 347-363. 4. C.J.Mcmillan, D.J.Hickson, C.R.Hinings and R.E. Schneck (1973) 'The structure of work organizations across societies', Academy of Management Journal, 16, 555-569. 5. D. Horvath, C.J. McMillan, K. Azumi and D.J. Hickson (1976) 'The cultural context of organizational control: an international comparison' International Studies of Management and Organization, 6, 60-86 6. D.J. Hickson, C.J. McMillan, K. Azumi and D. Horvath (1979) 'Grounds for comparative organization theory: quicksand or hard core?" in C.J. Lammers and D.J.Hickson (eds.) Organizations Alike and Unlike, London: Routledge. pp 25-41 7. J. Child and A. Kieser (1979) 'Organization and managerial roles in British and West German companies: an examination of the culture-free thesis' in C.J. Lammers and D.J.Hickson (eds.) Organizations Alike and Unlike, London: Routledge. pp 251-271. 8. B. Kuc, D.J.Hickson and C.J.Mcmillan (1980) 'Centrally planned development: a comparison of Polish factories with equivalents in Britain, Japan and Sweden' Organization Studies, 1, 253-270. 9. Z.M.Ayoubi (1981) 'Techology, size and organization structure in a developing country: Jordan' in D.J.Hickson and C.J.Mcmillan (eds.) Organization and Nation, Farnborough:Gower. pp. 95-114. 10. S. Shenoy (1981) 'Organization structure and context: a replication of the Aston study in India' in in D.J.Hickson and C.J.McMillan (eds.) Organization and Nation, Farnborough:Gower. pp. 133-154. 11. M. Badran and C.R.Hinings (1981) ' Strategies of administrative control and contextual constraints in a less developed country: the case of Egyptian public enterprise' Organization Studies, 2, 3-21. 12. K.Azumi and C.J.McMillan (1981) 'Management strategy and organizational structure: a Japanese comparative study' in D.J.Hickson and C.J.McMillan (eds.) Organization and Nation, Farnborough:Gower. pp. 155-172. 13. R. Zeffane (1981) 'Context, technology and organization structure revisited: A tri-national study' in R. Mansfield and M. Poole (eds.) International Perspectives on Management and Organization, Aldershot: Gower Publishing. 14. R.M. Marsh and H. Mannari (1981) 'Technology and size as determinants of the organizational structure of Japanese factories' Administrative Science Quarterly, 26. 33-57. 15. J. Conarty, H. Mahmoudi, and G.A. Miller (1983) 'Social structure and bureaucracy: a comparison of organizations in the US and prerevolutionary Iran' Organization studies, 4, 105 - 128. 16. P.H. Birnbaum and G.Y.Y.Wong (1985) 'Organizational structure of multinational banks in Hong Kong from a culture-free perspective' Administrative Science Quarterly, 30, 262-277 17. V. Routamma (1985) 'Organizational structuring: an empirical analysis of the relationships and dimensions of structures in certain Finnish companies' Journal of Management Studies, 22, 498-522. 18. S.G Redding and D.S. Pugh (1986) 'The formal and the informal: Japanese and Chinese organization structures', in S.R. Clegg et al (eds.), The Enterprise and Management in East Asia, Centre for Asian Studies, University of Hong Kong. pp 153-167. 19. R.M. Zeffane (1989) 'Organization structures and contingencies in different nations: Algeria, Britain, France' Social Science Research, 18, 331-369. 20. P. Clark (1990) Describing and explaining the structure of Canadian textile firms. Birmingham: Aston Programme Press 21. G.Y.Y.Wong and P.H. Birnbaum-More (1994) 'Culture, context and structure - A test on Hong Kong banks', Organization Studies, 15, 91-123 22. L. Donaldson (1986) 'Size and bureaucracy in East and West: a preliminary meta-analysis' in S.R. Clegg et al (eds.), The Enterprise and Management in East Asia, Centre for Asian Studies, University of Hong Kong. pp 67-91. 23. G.A. Miller (1987) 'Meta-analysis and the culture free hypothesis' Organization Studies, 8, 309-325. Volume 3 Extensions and critiques Introduction to volume 3 G. Role studies 1. D.J.Hickson (1966) 'A convergence in organization theory', Administrative Science Quarterly, 11, 225-237. 2. J.H.K.Inkson, D.J.Hickson and D.S.Pugh (1977) 'Administrative reduction of varience in organization and behaviour: a comparative study' in D.S. Pugh and R.L.Payne (eds) Organizational behaviour in its context, Farnborough: Saxon House. pp 14-20. 3. J. Child (1973) 'Strategies of control and organizational behaviour' Administrative Science Quarterly, 18, 1-17. 4. T. Ellis and J. Child (1973) 'Placing stereotypes of the manager into perspective, Journal of Management Studies, 10, 233-255. 5. J. Child (1974) 'Predictors of variation in managerial roles' Human Relations, 26, 227-250. H. Group studies 6. Diana C. Pheysey, R.L. Payne and D.S. Pugh (1971) 'Influence of structure at organizational and group levels' Administrative Science Quarterly, 16, 61-73. 7. R.L. Payne and Diana C. Pheysey (1971) 'Organization structure and sociometric nominations amongst line managers in three contrasted organizations' European Journal of Social Psychology, 1, 261-284. J. Climate studies 8. R.L. Payne and Diana C. Pheysey (1971) 'Stern's organizational climate index: a reconceptualization and application to business organizations', Organizational Behaviour and Human Performance, 6, 77-89. 9. R.L. Payne and R. Mansfield (1973) 'Relationships of perceptions of climate to organization structure, context and hierarchical position' Administrative Science Quarterly, 18, 515-526. 10. R. Mansfield and R.L. Payne (1977) 'Correlates of varience in perceptions of organizational climate' in D.S. Pugh and R.L.Payne (eds) Organizational behaviour in its context, Farnborough: Saxon House. pp 149-159. K. Methodological issues 11. P. Levy and D.S.Pugh (1969) 'Scaling and multivariate analysis in the study of organizational variables', Sociology, 3, 193-213. 12. H.E. Aldrich (1972) 'Technology and organization structure: a re-examination of the findings of the Aston Group' Administrative Science Quarterly, 17, 26-43. 13. D.S. Pugh and D.J. Hickson (1972) 'Causal inference and the Aston studies', Administrative Science Quarterly, 17, 273-275. 14. R.Mansfield (1973) 'Bureaucracy and centralization: an examination of organizational structure' Administrative Science Quarterly, 18, 477-488. 15. J. Pennings (1973) 'Measures of organizational structure: a methodological note', American Journal of Sociology, 79, 686-704. 16. S.E Mindlin and H.E. Aldrich (1975) 'Interorganizational dependence: a review of the concept and a re-examination of the findings of the Aston Group' Administrative Science Quarterly, 20, 382-392. 17. L.Donaldson, J.Child and H. Aldrich (1975) 'The Aston findings on centralization: further discussion' Administrative Science Quarterly, 20, 453-459. (This comprises:
18. R. Greenwood and C.R.Hinings (1976).'Centralization revisited: further discussion' Administrative Science Quarterly, 21, 151-155. 19. L. Donaldson (1976) 'Woodward, technology, organization structure and performance - a critique of the universal generalization" Journal of Management Studies, 13, 255-273. 20. W. Tyler (1982) 'Complexity and control: the organizational background to credentialism' British Journal of the Sociology of Education, 3, 161-172. 21. A. Bryman and A.N. Pettit (1985) 'Problems of short scales: the case of the Aston studies' Quality and Quantity, 19, 375-382 L. Critiques 22. W. McKelvey (1975) 'Guidelines for the empirical classifications of organizations' Administrative Science Quarterly, 20, 509 - 525. 23. J. Kimberly (1976) 'Organization size and the structuralist perspective: a review, critique and a proposal', Administrative Science Quarterly, 21 , 571 - 597. 24. J. Kmetz (1977/8) 'A critique of the Aston studies and results with a new measure of technology' Organization and Administrative Science, 8, 123 - 144. 25. W.H. Starbuck (1981) 'A trip to view the elephants and rattlesnakes in the garden of Aston' in A.H. Van de Ven and W.F. Joyce (eds.) Perspectives on Organization design and behavior, New York: Wiley. pp 167 - 198. 26. D.S. Pugh (1981) 'Rejoinder to Starbuck' in A.H. Van de Ven and W.F. Joyce (eds.) Perspectives on Organization design and behavior, New York: Wiley. pp 199 - 203.. 27. L.W. Fry (1982) 'Technology-structure research: three critical issues', Academy of Management Journal, 25, 532 - 552. 28. P.H. Grinyer and M. Yasai-Ardekani (1981) 'Some problems with the measurement of macro-organizational structure', Organization Studies, 2, 287-296. 29. K.L.Kraft (1993) 'The interaction approach to contingency theory - a re-examination of Child's manufacturing sample', Canadian Journal of Administrative Sciences, 10, 18-30. 30. K.L. Kraft, G.M. Puia and J.Hage (1995) 'Structural contingency theory revisited - main effects versus interactions in Child's National study of manufacturing and service sectors', Canadian Journal of Administrative Sciences, 12, 182-194. 31 C. Hardy and S. Clegg (1997) 'Relativity without relativism: Reflexivity in post-paradigm organization studies', British Journal of Management, 8 (Special Issue), S5 -S17. 32. L. Donaldson (1997) 'Derek Pugh: Scientific revolutionary in organization srudies' in T. Clark (ed) Advancement in Organizational Behaviour: Essays in honour of Derek S. Pugh, Aldershot: Ashgate pp 23-44. M. Appendix 33. V. Richardson (1980) "Research note: the Aston databank" Organization Studies, 1, 271-278. Postscript: The Aston research team process Index |
