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Explaining the Variable Utility of Disjointed Incrementalism: Four Propositions

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  • Lustick, Ian

Abstract

Much of mainstream organization theory has been concerned with the implications for organizational design and policy process of high levels of uncertainty or complexity in task environments. Decentralization, disjointed incrementalist decision strategies, and quasi-market coordinative mechanisms have been advanced as rational responses to the complexity of most problems in the socio-political sphere. This article presents and illustrates four conditions which reduce the relative utility of this approach as a means of coping with uncertainty. The propositions are shown to be implicit in the logic of “muddling through,†and are used to help explain/predict the evolution of relatively centralized and planned organizations in certain types of complex task environments.

Suggested Citation

  • Lustick, Ian, 1980. "Explaining the Variable Utility of Disjointed Incrementalism: Four Propositions," American Political Science Review, Cambridge University Press, vol. 74(2), pages 342-353, June.
    • Handle: RePEc:cup:apsrev:v:74:y:1980:i:02:p:342-353_16
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    Cited by:

    1. Jaecheol Kim & Hyun-Young Jin, 2023. "Interpreting Tactical Urbanism through Innovation–Diffusion Theory: Insights from a Collaborative Design Studio Experience," Land, MDPI, vol. 13(1), pages 1-19, December.
    2. I. A. Antipin & N. Yu. Vlasova, 2020. "Incremental approach to regional strategising: Theory, methodology, practices," Journal of New Economy, Ural State University of Economics, vol. 21(3), pages 73-90, October.
    3. Sai Yayavaram & Sasanka Sekhar Chanda, 2023. "Decision making under high complexity: a computational model for the science of muddling through," Computational and Mathematical Organization Theory, Springer, vol. 29(2), pages 300-335, June.
    4. Elizabeth A Kirk & Alison D Reeves & Kirsty L Blackstock, 2007. "Path Dependency and the Implementation of Environmental Regulation," Environment and Planning C, , vol. 25(2), pages 250-268, April.
    5. Bettis-Outland, Harriette, 2012. "Decision-making's impact on organizational learning and information overload," Journal of Business Research, Elsevier, vol. 65(6), pages 814-820.

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