Exploring the Paradigm Wars in Organisation Theory

The field of organisation theory is characterised as a fragmented body of knowledge, with many competing theories to explain organisational action. Critically analyse the contribution that agency
and determinist theories make to our understanding of organisational action. Is it possible to reconcile these theories into a universal theory of organisation?

Organizational theories entail a set of interrelated concepts that attempt to explain thebehavior of institutions or individuals in an organization according to[Cho18]. They alsodetermined to explain the interaction of the individuals while performing their activities towardsaccomplishing the company goals. This paper aims at discussing strategic choice theory anddeterminist theories. The two categories seek to explain the behavior and nature of organizationssince they determine the organizational actions. However, the concepts established by thetheories tend to create paradigm wars. Organizations become uncertain and unsure on whattheory to reflect on while making organizational changes. The directive of this essay isdetermining what theory or approach should be adopted to encourage stable organizationalactions. The discussion will also help to determine the possibility of reconciling the four theoriesand presenting one unified organizational theory. Such will be achieved by providing a summaryof the theories and a critical analysis section respectively.Summary of theoriesResource dependency theoryThe resource dependency theory proposes that organizations ought to maximize theirpower for them to achieve organizational success. The organization’s power comes from theresources readily available for use. From another perspective, resource dependency theory isbased on power dynamics, which influence the modification of the organizational structure aswell as the behavior patterns according to[Ari16]. Further, the article identifies three parts of theresource dependency theory. The first part acknowledged that organizations are comprised ofexternal and internal coalitions. Such coalitions result from social exchanges that are formed tostimulate as well as control behavior. Secondly, the organizational survival is viewed to depend

ASSESSMENT 33on the scarce and valued resources that are available in the environment. Finally, theorganizations are thought to work towards acquiring control over resources that may create roomfor dependence on other organizations. Also, the third assumption suggests that organizationsobtain control over resources, which exploit the dependence of other companies on themselves. Most organizations work towards developing relationships with the aim of optimizingtheir power as well as reducing any uncertainty. The building of relationships is achieved throughencouraging informal and formal relationships, coalitions or managing resources internally as away of gaining better control of the organizational actions according to [Ari16]. The resourcesidentified in this section also incorporates the employees and the board of directors. Such anargument is brought about by the argument that they contain skills, as well as expertise useful tothe organization and, are regarded as human capital. An organization is expected to use available