Abstract
In this paper, we review mathematical/ quantitative studies on unintended consequences in formal and bureaucratic organizations. We examine formalization of studies on dysfunction of bureaucracy, to find two kinds of formalization strategies: one is theorizing in terms of “the more…, the more…” statements, and the other is that employing rational actor models. The two kinds of strategies are also utilized in other organizational studies that take unintended consequences into account. In addition, we outline the “garbage can model,” which is a new and promising model concerning unintended consequences in organizations. The “garbage can model,” as well as rational actor models, will further our understanding of organizational processes that generate unintended consequences.
