In this article, we introduce and explore the concept of organizational disintegration – the idea that organizations have an inner tendency to gradually drift from ordered and patterned design toward fragmentation, disorganization, and disorder. In doing this, we draw on previous studies on organizational disorder, entropy, and disorganization; explore some core ideas of these perspectives; and offer a theoretical account of organizations’ tendency toward disintegration. Organizational disintegration is understood as a by-product of increasing organizational complexity, the adaptation to which entails the proliferation of disorder processes such as the loss of control, coordination, and the emergence of tension, inconsistencies, and contradictions within an organizational structure and functions. Organizational disintegration may be a universal property of all organizations and a fundamental tendency present at each stage of an organization’s life. Because organizations have to regularly respond, change, and adapt to environmental shifts, organizational disintegration inevitably arises and evolves as a by-product of these cumulative complexity-generation processes. This phenomenon can be seen as an organizational analog of entropy. We offer theoretical and empirical implications for organization theory and systems science.