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Four types of output roles, designed to arrange for distribution of the ultimate products of complex organizations, are identified. Each is boundary-spanning, defined in part by reciprocal roles of non-members. Each pair of roles is built into a transaction structure. Secondary data are analyzed in relation to the typology, and behavior contingencies are hypothesized for each type of transaction sequence. Finally, some larger consequences of output relationships for organization structures are suggested.
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James D. Thompson (1962) studied this question.
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