This paper is a response to criticism raised by the 'radical' school against an 'orthodox' science of organizations. By focussing the debate on an empirical case used by the 'radicals', that of Chinese organizations during the Cultural Revolution, the paper rejects the 'radical' argument as having no empirical support. A 'radical fallacy' which attempts to delegitimize macro-organizational analysis outside the Marxist framework is highlighted.
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