權變組織論乃是將組織看成為一個「因應關係的互動系統」，不僅涵蓋了各個主要的次級系統，而且更強調於各個系統間彼此的互動性。確是組織研究上的一大里程碑。 然而，權變研究法也有它限制的一面。嚴格說起來，權變研究法不能算是組織理論的學派之一，而只能算是研究該種理論的一種新途徑。因為它本身並沒有提供任何新的知識，只是對舊知識提供新的解釋而已。強調發揮組織效能的前提，乃在於按組織的特殊環境，採取適當的組織型態及管理方法。此處所指的特殊環境，範圍極廣，大凡足以影響組織的決策、運作，及其他的外在因素，都被包括在環境的內涵之中。但問題就在於此種對環境的過分強調中，因而陷入了決定主義的謬誤。因此，在敘述環境對某一主體的影響時，應同時指出該一主體對於環境的影響，唯有將兩方面的交互作用都察看明白，才能算是真正的建立了權變關係的互動模式。

The contingent model considers an organization as a "corresponding interplay"; it covers all the major sub-systems and emphasizes the interplay between them, It is undeniablyan important contribution to the study of organizations. However, the contingent approach has its limitations. Strictly speaking, the contingent approach is not a school of organizational theories but a new approach to those theories, since rather than offering new knowledge it instead provides new explanations of old issues. It stresses that in order to achieve maximum effect, an organization should adopt the most appropriate organizational type and managerial method in line with the peculiar environment it faces. "Peculiar environment" here refers to all external factors influencing the organization's policy, and operation, among other things. However, such an over-emphasis on environment is an error of determinism. In my opinion, in exploring the influences of environment upon a subject, it is necessary to point out the influence of the subject upon environment. Only by doing so can we establish a real contingent model of interplay.