Showing papers on "Resource dependence theory published in 1987"
TL;DR: Using a resource dependence perspective, the authors in this paper hypothesize that a marketing channel will thrive only to the extent it can secure critical resources from the environment, which is not the case for all marketing channels.
Abstract: Like any system, a marketing channel will thrive only to the extent it can secure critical resources from the environment. Using a resource dependence perspective, the authors hypothesize that a we...
649 citations
Book•
01 Jan 1987
TL;DR: In this paper, the authors present a survey of the history of the theory of organizational culture and its application in the field of human resources, including the following: 1. NEOCLASSICAL ORGANIZATION THEORY.
Abstract: 1. CLASSICAL ORGANIZATION THEORY. Socrates Discovers Generic Management, Xenophon (1869). Of the Division of Labour, Adam Smith (1776). Superintendent's Report, Daniel C. McCallum (1856). The Engineer as Economist, Henry R. Towne (1886). General Principles of Management, Henri Fayol (1916). The Principles of Scientic Management, Frederick Winslow Taylor (1916). Bureaucracy, Max Weber (1922). Notes on the Theory of Organization, Luther Gulick (1937). 2. NEOCLASSICAL ORGANIZATION THEORY. The Economy of Incentives, Chester I. Barnard (1938). Bureaucratic Structure and Personality, Robert K. Merton (1957). The Proverbs of Administration, Herbert A. Simon (1946). Foundations of the Theory of Organization, Philip Selznick (1948). A Behavioral Theory of Organizational Objectives, Richard M. Cyert and James G. March (1959). 3. HUMAN RESOURCE THEORY, OR THE ORGANIZATIONAL BEHAVIOR PERSPECTIVE. The Giving of Orders, Mary Parker Follett (1926). The Hawthorne Experiments, Fritz J. Roethlisberger (1941). A Theory of Human Motivation, Abraham H. Maslow (1943). The Human Side of Enterprise, Douglas Murray McGregor (1957). Groupthink: The Desperate Drive for Consensus at Any Cost, Irving L. Janis (1971). 4. "MODERN" STRUCTURAL ORGANIZATION THEORY. Mechanistic and Organic Systems, Tom Burns and G. M. Stalker (1961). The Concept of Formal Organization, Peter M. Blau and W. Richard Scott (1962). Organizational Choice: Product versus Function, Arthur H. Walker and Jay W. Lorsch (1968). The Five Basic Parts of the Organization, Henry Mintzberg (1979). In Praise of Hierarchy, Elliott Jaques (1990). Technology as a Contingency Factor, Richard M. Burton and Borge Obel (1998). 5. ORGANIZATIONAL ECONOMICS THEORY. Markets and Hierarchies, Oliver E. Williamson (1975). Theory of the Firm: Managerial Behavior, Agency Costs and Ownership Structure, Michael C. Jensen and William H. Meckling (1976). Learning from Organizational Economics, Jay B. Barney and William G. Ouchi (1986). Managing Business Transactions, Paul H. Rubin (1990). 6. POWER AND POLITICS ORGANIZATION THEORY. Understanding the Role of Power in Decision Making, Jeffrey Pfeffer (1981). Democracy and the Iron Law of Oligarchy, Robert Michels (1915/1962). The Bases of Social Power, John R. P. French Jr. and Bertram Raven (1959). The Power of Power, James G. March (1966). Power Failure in Management Circuits, Rosabeth Moss Kanter (1979). The Power Game and the Players, Henry Mintzberg (1983). 7. ORGANIZATIONAL CULTURE THEORY. Defining Organizational Culture, Edgar H. Schein (1993). Culture and Organizational Learning, Scott D. N. Cook and Dvora Yanow (1993). Changing Organizational Cultures, Harrison M. Trice and Janice M. Beyer (1993). Organizational Culture: Pieces of the Puzzle, Joanne Martin (2002). 8. REFORM THROUGH CHANGES IN ORGANIZATIONAL CULTURE. The Z Organization, William G. Ouchi (1981). In Search of Excellence: Simultaneous Loose-Tight Properties, Thomas J. Peters and Robert H. Waterman Jr. (1982). The Fifth Discipline: A Shift of Mind, Peter M. Senge (1990). Gendering Organizational Theory, Joan Acker (1992). Creating a Government that Works Better and Costs Less: Report of the National Performance Review, Vice President Al Gore (1993). Creating the Multicultural Organization: The Challenge of Managing Diversity, Taylor Cox Jr. (2001). 9. THEORIES OF ORGANIZATIONS AND ENVIRONMENTS. Organizations and the System Concept, Daniel Katz and Robert L. Kahn (1966). Organizations in Action, James D. Thompson (1967). Institutionalized Organizations: Formal Structure as Myth and Ceremony, John W. Meyer and Brian Rowan (1977). External Control of Organizations: A Resource Dependence Perspective, Jeffery Pfeffer and Gerald Salancik (1978). Demography of Corporations and Industries, Glenn R. Carroll and Michael T. Hannan (2000).
532 citations
TL;DR: A review of transaction-cost approaches to organizational analysis, examining their use of microeconomic theory, and identifying some important flaws in the work can be found in this article, which concludes by arguing that transactioncost theory can be a powerful tool for organizational and strategic analysis but that it must be set within the framework of more general organization theory.
Abstract: I would like to thank Richard Daft, Scott Edmundson, Gareth Jones, Michael Masuch, and the anonymous ASQ reviewers for insightful comments on earlier drafts of this paper. The ideas presented in it also owe a great deal to discussion and debate among members of the Organization and Strategic Studies group of the UCLA Graduate School of Management, including (among others) Jay Barney, William Ouchi, and Richard Rumelt. None of these individuals bears any responsibility for errors or idiosyncratic opinions that remain in the paper. An earlier version was presented at the Academy of Management Annual Meeting in 1985. Transaction-cost theory has helped to give new life to some of the classic issues of organization studies through the use of microeconomic models. However, the assumptions underlying these models have not been examined carefully, and this has produced serious logical and empirical weaknesses in recent works. This paper reviews transaction-cost approaches to organizational analysis, examines their use of microeconomic theory, and identifies some important flaws in the work. It concludes by arguing that transactioncost theory can be a powerful tool for organizational and strategic analysis but that it must be set within the framework of more general organization theory.
214 citations
Book•
01 Dec 1987
TL;DR: The most inspiring book today from a very professional writer in the world, organization theory the structure and design of organizations as discussed by the authors, is the book that many people are waiting for to publish.
Abstract: Now welcome, the most inspiring book today from a very professional writer in the world, organization theory the structure and design of organizations. This is the book that many people in the world waiting for to publish. After the announced of this book, the book lovers are really curious to see how this book is actually. Are you one of them? That's very proper. You may not be regret now to seek for this book to read.
117 citations
TL;DR: Data on the salaries for high level administrative positions in 608 colleges and universities was used to examine the relative salaries for six positions, and controlling for other factors, the salaries found were higher than expected.
Abstract: Data on the salaries for high level administrative positions in 608 colleges and universities were used to examine the relative salaries for six positions. Controlling for other factors, we found t...
106 citations
TL;DR: In this article, the authors used United States antitrust law to support the argument that suppression of technology is one strategy used to control resource dependence, and identified specific tactics and their characteristics, along with their objectives and the processes whereby these may be achieved.
Abstract: For their helpful comments and suggestions, thanks are due to Stewart Clegg and three anonymous ASQ reviewers. An earlier version of this paper was presented at the annual conference of the Australian and Pacific Researchers in Organization Studies, University of Melbourne, Melbourne, 1986. The resource dependence approach to organization-environment relations concerns in part the strategy and tactics whereby organizations seek to control aspects of their environment. This study utilizes and extends the resource dependence perspective and establishes the existence of a strategy that the corporate strategy literature ignores. Data from United States antitrust law is used here to sustain the argument that suppression of technology is one strategy used to control resource dependence. Specific tactics and their characteristics are identified, along with their objectives and the processes whereby these may be achieved. The paper shows that the selection of specific tactics is likely to depend on both the particular objective sought and the current judicial interpretation of these areas of law. Recent changes in the latter are producing a situation conducive to the utilization of patent-based tactics.'
61 citations
TL;DR: In this paper, the authors present a model for anticipating and responding to the human resource management needs of business and present methods for analyzing both external fit (Human Resource Management fits the development state of the organization) and internal fit (the organization components complementing and supporting each other).
Abstract: This article presents a model for anticipating and responding to the human resource management needs of business. It presents methods for analyzing both external fit (Human Resource Management fits the development state of the organization) and internal fit (the organization components complementing and supporting each other) of human resource management. The model and its application result from research conducted in thirty organizations ranging in size from 2000 to 300,000 employees and varing in industry from financial services to consumer products. To develop and demonstrate the application of the model, we present in-depth case studies of four organizations. Implications of the model are discussed.
33 citations
Book•
01 Jan 1987
13 citations
5 citations
01 Aug 1987
TL;DR: In this article, the strategic choice and resource dependence models were tested to determine if either influenced resource allocation changes in growing or declining organizations, and independent variables represent independent variables, respectively.
Abstract: The strategic choice and resource dependence models were tested to determine if either influenced resource allocation changes in growing or declining organizations. Independent variables represente...
2 citations
Journal Article•
TL;DR: In this paper, the authors examine the gap between the development and application of organizational theory and the evolving dominant form of medical delivery, and examine the problems and opportunities the multi-institutional phenomenon represents for preparation of the contemporary manager.
Abstract: The paper examines the apparently widening gap between the development and application of organizational theory and the evolving dominant form of medical delivery--the multi-institutional system. It seeks to amend and extend existing theory to demonstrate its continued relevance to the training of health service managers. Special attention is given to the problems and opportunities the multi-institutional phenomenon represents for preparation of the contemporary manager.