One important substantive outcome of these developments has been a shift in emphasis on the question of the nature of organization and change itself. Whereas the functionalist notion of rational organizations (that is, prospective and goal-directed) and rational-technical change had been the exclusive outlook in organization analysis, many of the newer theories are premised on the idea that organizations are nonrational entities (that is, quasi-random, emergent systems of meaning or cultures) in which change is a nonrational-cultural process (Pfeffer, 1982; Scott, 1981). Methodologically, the trend in organization analysis, as in the social sciences generally, has been away from the traditional foundational notion of one best theory or paradigm for understanding organization. Thus, the contemporary discourse in organization analysis is characterized by theoretical diversity (Burrell & Morgan, 1979; Pfeffer, 1982; Scott, 1981) and, at the margins at least, by an antifoundational methodological orientation (Morgan, 1983).37