This article applies the convergent insights of institutional and resource dependence perspectives to the prediction of strategic responses to institutional processes. The article offers a typology of strategic responses that vary in active organizational resistance from passive conformity to proactive manipulation. Ten institutional factors are hypothesized to predict the occurrence of the alternative proposed strategies and the degree of organizational conformity or resistance to institutional pressures.

https://www.jstor.org/stable/pdfplus/258610.pdf

Strategic responses to institutional processes

This article integrates the literature on interorganizational relationships into six generalizable determinants of relationship formation, applies these determinants to the prediction of six types of interorganizational relations, and proposes hypotheses for future research that specify the conditions under which each determinant will he more likely to predict different types of relations. These determinants provide the basis for a general theory of interorganizational relationships and suggest that alternative theoretical perspectives on relationship formation provide important but only partial insights into why organizations enter into relationships with one another.

https://www.jstor.org/stable/pdfplus/258156.pdf

Determinants of Interorganizational Relationships: Integration and Future Directions

Summary Interorganizational networks generally have been discussed in the context of nonprofit agencies. Providing an alternative between the open market and the internalization of activity the network potentially may be even more important in business. This is especially true in international operations and in industrial and services marketing. Involving technology transfer, information exchange, accounting and finance as well as marketing, network management calls for a holistic approach. To serve as an engine of growth the network also requires strategic planning both at the overall level and in memberfirms.

Networks: Between Markets and Hierarchies

In this article, we examine the use of the key informant methodology by researchers investigating interorganizational relationships. Authors have advocated the use of multiple informants to increase the reliability and validity of informant reports. However, interorganizational research still tends to rely on single informants. We investigated informant selection and obtaining perceptual agreement among multiple informants, two problems that may have inhibited widespread use of multiple informants. We suggest procedures for dealing with those problems and provide an illustrative application of our proposals.

https://ink.library.smu.edu.sg/cgi/viewcontent.cgi?article=6175&context=lkcsb_research

Conducting Interorganizational Research Using Key Informants

A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings

Interorganizational Coordination: Theory, Research, and Implementation

December 1976, volume 21 This study explores factors associated with role conflict and ambiguity in top-level administrators in public agencies. Research is reviewed, on possible organizational and interorganizational antecedents. Despite the fact that toplevel administrators devote a considerable proportion of their time to relations with other units, interorganizational factors have not been included in models of role conflict. Data were obtained in structured personal interviews with 102 top-level county administrators. As demonstrated by regression analysis, interorganizational variables tended to account for the largest amount of variance in role conflict, and intraorganizational variables accounted for the largest amount of variance in role ambiguity. Interorganizational variables were stronger independent determinants of role conflict than intraorganizational variables were of role ambiguity.

https://www.jstor.org/stable/pdfplus/2391718.pdf

Organizational Antecedents of Role Conflict and Ambiguity in Top-Level Administrators.

The goal and system resource approaches represent alternative conceptions of organizational effectiveness. The goal approach views effectiveness in terms of internal organizational objectives and p...

Organizational Effectiveness: An Empirical Comparision of the Goal and System Resource Approaches*

September 1979, volume 24 Two types of interorganizational conflict investigated in this study are structural and operating conflict. Structural conflict involves rules that govern a relationship, whereas operating conflict occurs over interpretation and application of such principles. Among the many factors affecting interorganizational relationships are the similarities and differences of the interacting units. Comparative properties represent the fit, congruence, and compatibility of the interface between organizations. The purpose of this study is to develop a model of interorganizational conflict that incorporates key aspects of the organizational interface, explaining conflict on the basis of similarities and differences of the interacting organizations. The study examines 147 dyadic relationships in networks of natural resource organizations in five nonmetropolitan midwest counties. The model includes variables measuring domain and administrative context as well as organizational age differences as exogenous factors causally related to interdependence and the two types of conflict. Results show comparative properties to be significant determinants of interorganizational conflict. Comparative variables were primarily related to interdependence and structural conflict. Most operating conflict originated in conditions of perceived structural conflict. Implications of comparative properties for the study of interorganizational relationships are discussed.

https://www.jstor.org/stable/pdfplus/2989920.pdf

A Comparative Model of Interorganizational Conflict.

Survey data from 390 respondents was analyzed to determine the relative effects of organizational involvement, socioeconomic status, and political attitudes on political participation. Two theoreti...

David L. Rogers

Papers

Interorganizational Coordination: Theory, Research, and Implementation

Organizational Antecedents of Role Conflict and Ambiguity in Top-Level Administrators.

Organizational Effectiveness: An Empirical Comparision of the Goal and System Resource Approaches*

A Comparative Model of Interorganizational Conflict.

Voluntary Association Membership and Political Participation: an Exploration of the Mobilization Hypothesis*