Abstract
The applicability of Lawrence and Lorsch's Contingency Theory of Organization to an industry other than one characterized by process manufacturing was investigated, with Contingency Theory methodology being replicated in a study based on the banking industry. Measures of performance, differentiation, integration, and conflict resolution modes were obtained in a field study of three major banks competing in the same geographical region. High-performer and low-performer data typically fell into patterns predicted by the Contingency Theory, although differences (notably in differentiation measures) were noted. The general replication of patterns and findings in a service industry lends support to the Contingency Theory as an important conceptual and analytical tool.
Get full access to this article
View all access options for this article.