The purpose of this thesis is to examine intra-firm coordination by individuals following common rules of behaviour. Individuals within a firm have to coordinate their activities where each has knowledge that others in the firm do not have; there is a division of knowledge, just as there is a division of labour. Rule following may be a solution to that problem. Rule following behaviour may be consistent with much of the internal organisation of firms that is currently explained by 'command'; for example, hierarchy and the giving of orders. The thesis attempts to make three contributions: Firstly, the case for coordination by rule following within the firm is a minor tradition within organisational analysis theory and practice. The first contribution is to highlight and explore this literature. Secondly, the thesis describes two small-scale exploratory studies to test the propositions that rule following might be a coordination mechanism within the two examined firms and then to explore processes of change through the rule following perspective 'lens'. Finally, the thesis uses the first two contributions to tentatively conjecture the case for an invisible hand (of Mengerian) explanation for the emergence of the modern business firm. Some implications of this perspective and some opportunities for further research are outlined.