Observation and Theory in Development Administration

Abstract

The development of sound empirical theory has been a major, and elusive, objective for students of comparative administration. It is suggested that the lack of progress toward this goal can be partly attributed to the "complexity" of the empirical phenomena (the "operational space") encompassed by the field. A review of the literature reveals that most existing studies are limited in their coverage of this "space." Those which analyze explanatory variables over a relatively large range of levels of analysis (ie., studies which are contextually detailed) tend to focus on one, or a very few, units of analysis; more extensive research in terms of units tends to be confined to a single level of analysis, usually at the highest (systemic) or lowest (individual) levels. Systematic comparative analysis of characteristics of organizations as units (e.g., task and goal structures, internal differentiation, technology, autonomy, organizational control, and so on) is neglected. To redress this imbalance, and to refocus theory in comparative administration on those aspects of organization "design" most amenable to change, a "multilevel/multimethod" research strategy is proposed. Examples of recent studies conducted at multiple levels of analysis are used to illustrate this approach.