Old and New Organizational Forms in a Complex Society: A Systems-Theoretical Perspective

Abstract

This contribution demonstrates the potential of Niklas Luhmann’s organization theory to enrich current research on organizational phenomena. Although this theory originated more than half a century ago, we show that it is a powerful instrument to describe and understand the role that different old and new forms of organizations play in current crises and transformation processes. Hereby, we stress two combined advantages of the theory: (1) Luhmann offers a strong concept of organizations as self-referential networks of decisions. This helps to distinguish them from other social entities, for example, groups, social networks, or families. Moreover, the assumption of ‘substitutability of structures’ allows us to grasp the dynamics of a variety of organizations and does not fail to confront even ‘fluid’, ‘virtual’, ‘temporary’, and ‘unconventional’ forms of organization unknown at the time of the theory’s origin. (2) This theory of organization is unique as it is embedded in an encompassing theory of society that offers several concepts suitable to explain the reciprocal influence of organizations and broader social contexts. This prevents any under- and overestimation of the organization phenomenon in modern society.