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Abstract

The Wharton School, University of Pennsylvania This paper presents an argument for viewing the relationship between organizations and their clients as a specific case of interorganizational relationship. Following a proposition related to interorganizational analysis suggested by Litwak and Hylton (1962), the paper argues that the organization-client relationship is characterized by interests that arepartly shared and partly conflicting. It is suggested that Litwak and Hylton's hypothesis on the need for mechanisms that preserve both cooperation and conflict between organizations can be applied to the relationship between the organization and its clients. When mechanisms for conflict maintenance are missing the equilibrium of this relationship may be altered in favor of the organization, by a process of overbureaucratization, or of the clients, by a process of debureaucratization. The discussion focuses on the second alternative with an analysis, illustrated by a case study, of the causes and consequences of debureaucratizaion.

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The Organization-Client Relationship as an Aspect of Interorganizational Analysis

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