Showing papers on "Resource dependence theory published in 1999"
TL;DR: In this article, the authors use resource dependence theory to investigate two questions: what types of influence strategies do stakeholders have available, and what determines which type the stakeholders choose to use?
Abstract: When seeking to influence firm decision making, what types of influence strategies do stakeholders have available, and what determines which type the stakeholders choose to use? In this article I use resource dependence theory to investigate these two questions. I propose that the resource relationship (who is dependent on whom) determines which of the four types of strategies identified in this article will be used: direct withholding, direct usage, indirect withholding, or indirect usage.
2,313 citations
TL;DR: In this paper, the authors examine the effects of three major revenue strategies in non-profit organizations, including private contributions, government funding, and commercial activities, on the performance, legitimacy, and public policy issues.
Abstract: This article examines the effects of three major revenue strategies in nonprofit organizations. Evolving resource dependence is demonstrated by the shifting reliance on each source of funds: private contributions, government funding, and commercial activities. A wide-ranging literature review is condensed into summary profiles comparing revenue volatility, goal displacement, process, and structure effects of each strategy. The profiles are drawn upon to anticipate potential advantages and disadvantages of increasingly diversified revenue strategies employed by nonprofits to combat resource dependence. The potential interaction effects raise critical but unanswered questions about nonprofit performance, legitimacy, and public policy issues.
770 citations
TL;DR: Pfeffer as discussed by the authors reviewed the book "New Directions for Organization Theory: Problems and Prospects" by Jeffrey Pfeffer and found that it was a good introduction to organizational theory.
Abstract: The article reviews the book “New Directions for Organization Theory: Problems and Prospects,” by Jeffrey Pfeffer.
222 citations
TL;DR: In this paper, the authors evaluate the interrelationships between the concepts of autonomy and dependence, and the influence of competition, success, experience, and multi-unit ownership as determinants of the various autonomy-dependence perceptions.
195 citations
TL;DR: In this article, the authors identify and assess the significance of factors that contribute to the growth of the nonprofit sector in the field of social services across 285 major metropolitan areas in the United States.
Abstract: This exploratory study identifies and assesses the significance of factors that contribute to the growth of the nonprofit sector in the field of social services across 285 major metropolitan areas in the United States. Measures derived from social cohesion, demand heterogeneity, market failure, resource dependence, and philanthropic culture theories are introduced to correlation and multiple regression analyses. All but the philanthropic culture measures are positively associated with the growth of the nonprofit sector in social services. Particularly noteworthy are the positive influences that religious cohesion and interdenominational diversity have on numbers of nonprofit social service providers—a finding that reaffirms the historical linkage between religion and voluntary associations. Summary U.S. economic and sociodemographic census data, as well as data from a unique religious census, are analyzed. If a unifying theory of the nonprofit sector is attainable, studies such as this should contribute to laying the empirical building blocks for such a theory.
166 citations
Journal Article•
TL;DR: The authors examines the use of strategic alliances by early stage, technology-based firms (ESTBFs) and explores several factors that might indicate how and when alliances might benefit such firms.
Abstract: As managers confront a competitive environment that is increasingly complex, globally centered, and technologically uncertain, there is a critical need for dynamic, flexible, and proactive responses. As a result, many companies are turning to strategic alliances. Evidence suggests that this is a reasonable choice. Properly utilized, alliances can provide a number of advantages over traditional organizational arrangements including faster market penetration (Gomes-Casseres 1989), the sharing of financial risk (Jorde and Teece 1989), possibilities for technology transfer (Lei and Slocum 1992), and increased production efficiencies (Datta 1988). Such arrangements may be particularly suited to early stage, technology-based firms (ESTBFs). These firms generally have innovative ideas and products but often lack the resources and experience to fully capitalize on them in a timely fashion. Alliances can work to benefit ESTBFs by allowing them to build on their strengths and overcome their weaknesses. Despite these proposed advantages and the increased use of alliances, however, little insight has been gained regarding the overall impact of alliance use on firm success. To date, most research on alliances has focused on issues related to the success or failure of the alliance itself (see, for example, Tyler and Steensma 1995; Zaheer and Venkatraman 1995; Lyons 1991). While this work has been beneficial in helping our understanding of alliances, it still leaves unanswered questions regarding how firms can gain the greatest benefits from alliance relationships. Accordingly, this study examines the use of strategic alliances by ESTBFs and explores several factors that might indicate how and when alliances might benefit such firms. The study begins by reviewing the relevant literature to develop hypotheses regarding the use and benefit of alliance arrangements. Of particular importance in this regard is work from the resource dependence perspective (Pfeffer and Salancik 1978). Attention then turns to the details of a study that tests these hypotheses. Results are reported and implications of these results explored. Literature Review and Hypotheses Alliance Use by ESTBFs ESTBFs bring a unique set of competencies to the competitive arena. Unencumbered by established processes and routines, such firms typically have great success in the innovative application of new technology (Knight 1989). As a result, these firms often provide the starting point for radical change within industries and serve as a source of inspiration and revitalization (Moore and Garnsey 1993). As a byproduct, ESTBFs also benefit society through higher paying jobs, increased national competitiveness, and increasing community tax bases. At the same time, however, ESTBFs face a unique set of challenges. Financially, they often fall between the cracks of traditional funding sources (Miles and Preece 1995). As well, they are often limited in their managerial expertise, which tends to focus on technological rather than general business concerns. While their technologies are often innovative, the firms do not always have the necessary production capabilities to leverage them to the fullest potential. Furthermore, the innovative nature of their products often means that large, readily accessible markets have not yet been established, and the firm may need to seek out a number of smaller market niches if it wants to be successful and recoup its investment. Taken together, this combination of strengths and weaknesses should make ESTBFs prime candidates for strategic alliances (Kirni 1995). While it is clear that ESTBFs have something to bring to a relationship, it is also clear that they have deficiencies that might be addressed by an alliance partner (Brown and Butler 1995). The independence-oriented owner/managers of ESTBFs may appreciate having the ability to build on their core competencies and capabilities while retaining their existence as an autonomous entity. …
137 citations
TL;DR: The authors of Exploiting Information Systems in Higher Education: An Issues Paper (JISC, 1995) identify several trends that will characterize higher education in the next decade: greater competition for funds and students; more efficient management; possibly fewer institutions, some very specialized; more demanding students who will want flexible teaching patterns to enhance their career prospects; more challenging learning and research programs; and closer integration at regional and local levels while networking internationally.
Abstract: Introduction The authors of Exploiting Information Systems in Higher Education: An Issues Paper (JISC, 1995) identify several trends that will characterize higher education in the next decade: greater competition for funds and students; more efficient management; possibly fewer institutions, some very specialized; more demanding students who will want flexible teaching patterns to enhance their career prospects; more challenging learning and research programs; and closer integration at regional and local levels while networking internationally. For many countries, central to the vision of higher education in the millennium is the expectation that it can make a distinctive contribution to the development of a learning society, not only by nurturing notions such as lifelong learning but also by enhancing their capacity to meet international standards as these relate to teaching, scholarship, and research (National Committee, 1997, p. 7). Few would argue that these new directions require fundamental rethinking about the purpose and structure of higher education, because universities in many English-speaking countries are "being transformed from sheltered institutions of the pre-modern world to public service organisations in a modern (or, some would suggest) post-modern world" (Robertson, 1994, p. 313). The dilemma for higher education institutions is exacerbated, for they are experiencing relative financial contraction with increase in demand. Davies (1997) notes that this situation "seems to be the dominant one at present in the United States, United Kingdom, most of Western Europe (apart from perhaps to a lesser extent, Germany and France), certainly in Eastern Europe (in the development of the market, post-Communist economy) and in Australia" (pp. 131-132). Yet, while the keys, in broad terms, to effecting successful change, well synthesized by Kirkpatrick (1985) over a decade ago, continue to be empathy, communication, and participation, in actual practice these attributes are frequently found wanting. Too often new approaches are introduced by executive fiat or through a centralist management strategy, or at worst through ad hoc and hurried planning interventions in response to years of benign neglect. It seems a rarity indeed for academics to genuinely feel that they are part of a meaningful, participatory decision-making process that values their experience or even their instinct for seeing potential pitfalls. Berman and McLaughlin (1978) in a four-year study of close to three hundred projects underscored the importance of effective involvement and change strategies in education, noting that these "could spell the difference between success or failure, almost independently of the type of innovation or educational method involved; moreover, they could determine whether teachers would assimilate and continue using project methods or allow them to fall into disuse" (p. vii). Academic Culture and Decision-Making Organizational change and diffusion of innovation in higher education have been the subject of numerous analyses in recent years, many focusing on the cultural realities of academic leadership and decision making (see also Baldridge & Riley, 1977; Masland, 1985). Although there is recognition that the inner workings of an institution are governed to a large measure by external factors, most notably the magnitude of the grants provided by government and conditions under which these are supplied (Davies, 1997, p. 132; see also Leslie's, 1995, discussion of Resource Dependency Theory), there are good reasons for focusing on the building and management of institutional culture(s): A healthy culture can promote identification (who we are), legitimation (why we need to do) communication (with whom we talk), coordination (with whom we work) and development (what are the dominant perspectives and tasks). (Davies, 1997, p. 135) Birnbaum (1988) identifies four kinds of institutional cultures (collegial, bureaucratic, political, and anarchical), each illustrating different hypotheses regarding the nature of organizational life and change. …
135 citations
Book•
11 Nov 1999
TL;DR: Organization In Action as mentioned in this paper provides a fascinating examination of organizations from both a postmodern and new organizational economics perspective, combining strategy, international business and organizational theory, Organizations In Action represents a ground-breaking critique of prevailing mainstream modernist theories of organisation.
Abstract: From the Publisher:
This original and ambitious work provides a fascinating examination of organizations from both a postmodern and new organizational economics perspective. Combining strategy, international business and organizational theory, Organizations In Action represents a
ground-breaking critique of prevailing mainstream modernist theories of organisation. Distinctive features include: DT a comprehensive analysis of social and organizational theory DT a discussion and exploration of knowledge capitalism a critique of core comeptencies and resource based
approaches to strategy, human resource management and organizational behaviour
116 citations
Posted Content•
TL;DR: In this article, the determinants of local organizational density and the impacts of local and external organizations on collective and private natural resource management decisions are investigated based on a survey of 48 villages in central Honduras.
Abstract: The determinants of local organizational density and the impacts of local and external organizations on collective and private natural resource management decisions are investigated based on a survey of 48 villages in central Honduras. Factors positively associated with local organizational development include the presence of external organizations, population level, moderate population growth, lower population density, the presence of immigrants, distance from the urban market, literacy and coffee production. Local organizations are found to contribute to collective action to conserve resources, while government organizations appear to displace it, though not in all cases. The findings suggest that external organizations can play a catalytic role in fostering development of local organizations and emphasize the importance of improved understanding of the roles of local organizations, in order to enhance complementarity and minimize competition between these different agents in promoting sustainable development.
75 citations
01 Jan 1999
75 citations
TL;DR: In this article, the authors used Oliver's (1991) five predictors of strategic responses to develop hypotheses regarding organizational characteristics associated with the provision of work-family practices, including organizational size, the percentage of women in the organization, age of the workforce, public versus private sector ownership, and track record in human resource management.
Abstract: This study used Oliver's (1991) five predictors of strategic responses to develop hypotheses regarding organizational characteristics associated with the provision of work-family practices. Specifically, the influences investigated were organizational size, the percentage of women in the organization, age of the workforce in the organization, public versus private sector ownership, and track record in human resource management. A survey was administered to 217 employees. Each respondent provided the work-family practices of the organization in which they were employed. The evidence from this sample indicated that large organizations are better able to provide a broad base of work-family benefits than smaller organizations. Larger organizations tended to adopt more policies pertaining to individual support (e.g. personal counselling, relocation assistance), leave, life-career strategies, and also child- and dependant-care benefits than smaller organizations. Similarly, organizations with a perceived superi...
TL;DR: This article examined family and life satisfaction of 212 noncustodial fathers 3 years following divorce, using path analysis to validate the hypothesized ordering among six dependent variables suggested by resource theory.
Abstract: The study is an exploratory attempt to examine family and life satisfaction of 212 noncustodial fathers 3 years following divorce, using path analysis to validate the hypothesized ordering among six dependent variables suggested by resource theory. Results indicated the significant predictors of family and life satisfaction were perceived economic well-being, cooperative communication during conflict and during coparenting, low importance of resource deprivation, and low frequency of conflict. Involvement with children was not a significant predictor of family and life satisfaction. Resource theory was helpful in generating the variables for the study and explaining noncustodial fathers' perceptions of the relationship dynamics between former spouses who are coparenting children.
TL;DR: In this article, the authors apply the resource-based theory on human resources and analyze its effect on human resource management, considering that each firm is heterogeneous, and it can keep that heterogeneity for a long period of time.
Abstract: This paper applies the resource-based theory on human resources and analyzes its effect on human resource management. This focus considers that each firm is heterogeneous, and it can keep that heterogeneity for a long period of time. A resource is a kind of production factor which is at the firms' disposal, that is, each one is controlled by the firm in spite of having no property right to it. Additionally, any resource is able to create a competitive advantage if it has certain features. This paper will analyze whether human resources can be considered strategic. The answer will be positive because employees are able to create a sustainable competitive advantage, making human resource management a key function. Finally, some practices of human resource management will be named that could make it possible to attain a higher position than a competitor.
TL;DR: In this article, the authors provide theoretical and practical insight into the use of control mechanisms in exporter-distributor relationships under different situational circumstances, including asset specificity, environmental uncertainty, market knowledge, and resource dependence.
TL;DR: The authors developed a self-report, multidimensional measure of family well-being, an indicator of family life quality, based on Foa and Foa's Resource Theory (1974).
Abstract: The paper presents Foa and Foa's Resource Theory (1974) that was used to develop a self-report, multidimensional measure of family well-being, an indicator of family life quality. Facet theory methods of sentence mapping provided an explicit way to explain how theoretical constructs were translated to operational measures, and a rationale for the use of multidimensional scaling analysis to verify the circular structure of resource classes proposed by the theory. Results of the analyses confirmed the theoretical propositions for a sample of 560 adults and indicated a better fit of the data for women's, compared to the men's model.
TL;DR: In this article, the authors investigate the effects of environmental uncertainty, interfirm familiarity, and organizational flexibility on the strength of repeated interfirm resource exchange ties, and find that even when less expensive alternatives are available, exchange ties are stronger when the sending firm has secure access to the resource and when the receiving firm is located in an uncertain environment.
Abstract: The emergence of dyadic resource exchange relations in transition economies provides a unique opportunity to study the process by which interfirm exchange relations develop. I use data on China's 40 largest business groups and their 535 member firms in the first five years of business group formation to investigate the effects of environmental uncertainty, interfirm familiarity, and organizational flexibility on the strength of repeated interfirm resource exchange ties. I model 16,306 ordered pairs of dyadic relations as a function of organization, dyad, and regional covariates to evaluate ideas derived from resource dependence theory and research on social dilemmas. I find that even when less expensive alternatives are available, exchange ties are stronger when the sending firm has secure access to the resource and when the receiving firm is located in an uncertain environment. In addition, exchange ties are stronger between firms that had prior social connections, particularly when environmental uncertainty is high. Finally, the strength of ties decreases where the receiving firm is able to modify its basic priorities so as to do without the resource, particularly when the receiver is exposed to relatively high levels of environmental uncertainty. These results simultaneously lend support for some of the basic propositions of resource dependence theory, provide insight into the process by which interfirm relations develop, and identify relationships of interest to strategists and policy makers.
Journal Article•
TL;DR: In this article, the authors examined the attempts made by one local government in China, Shenzhen, to improve its investment environment for foreign-invested enterprises through administrative reforms between 1980 and 1997.
Abstract: This study examines the attempts made by one local government in China, Shenzhen, to improve its investment environment for foreign-invested enterprises through administrative reforms between 1980 and 1997. Three empirical questions are posed: what reforms have been undertaken, what effects have they had and how have changes in the organizational environment affected them. The theoretical aim is to contribute to the development of organization theory in general and our knowledge about change in public organizations in particular by combining resource dependence theory and neo-institutional organization theory, and by expanding the use of organization theory to a new field of empirical research. The study shows how the local government in Shenzhen has become increasingly large and complex and more similar to the rest of the state apparatus since the beginning of the 1980s, despite the central government's stress on the need for a small and efficient public administration in the special economic zones and more frequent reform drives than the rest of the country. Demands from various ministries at the central level, the search for social fitness and the inflow of new personnel were some of the environmental mechanisms behind this development. Through an account of how the local government's technical/competitive and institutional environment changed from the early 1980s and how these changes affected the local government, the study also shows how the reform efforts aimed at improving the investment environment for foreign-invested enterprises were triggered by the increasing domestic and international competition for foreign investments. When the amount of foreign investments decreased sharply in the first few months of 1995 the local government finally undertook a reorganization aimed at simplifying the foreign-invested enterprises' relations with the local government, a measure which by then had been on the government's agenda for over a decade but which had met resistance from some of the departments involved. The central government's demands for more revenues, the central government's and the foreign-invested enterprises' call for an improved investment environment as well as the fact that other cities around the country had already undertaken similar reforms were other environmental factors affecting the local government's decision to undertake this reform. A tentative evaluation of the reforms also showed that they were not merely used as a means to improve the government's facade but that they did in fact have a positive impact on the investment environment. (Less)
TL;DR: A new theory of organizational change and success has recently been proposed, organizational portfolio theory (Donaldson, 1999), which provides a fresh perspective on the determinants and consequences of board composition.
Abstract: A new theory of organizational change and success has recently been proposed, organizational portfolio theory (Donaldson, 1999). One purpose of this theory is to provide a fresh perspective on the determinants and consequences of board composition. After outlining organizational portfolio theory, this paper suggests some implications of the new theory for understanding the dynamic relationship between board composition and firm performance.
TL;DR: In this paper, the authors measure the use of sectors' organizations in the advancement of generalized organization theory and explore three research questions about the current uses of the research traditions and organizational samples, by sector, in journals of organization theory.
Abstract: Neoinstitutional, population ecology, and resource dependence research traditions enjoy enduring popularity in the American organization science and sociological literature. Such research traditions are advanced through empirical studies of organizations—nonprofit, public, and for-profit. Noting some nonprofit lineage of the aforementioned traditions, this empirical study seeks to measure the use of sectors’ organizations in the advancement of generalized organization theory. To do this, the author develops and explores three research questions about the current uses of the research traditions and organizational samples, by sector, in journals of organization theory. A brief discussion of findings and implications follows.
TL;DR: The transition of antidoping policy from a series of relatively discrete processes, confined to individual sports, events, or countries, to a global policy that comprises a complex network of relationships involving governmental and nongovernmental organizations is discussed in this paper.
Abstract: The article provides an analysis of the transition of antidoping policy from a series of relatively discrete processes, confined to individual sports, events, or countries, to a global policy that comprises a complex network of relationships involving governmental and nongovernmental organizations. Regime theory is used to examine the nature of the policy process at the international level, focusing particularly on the difficulties of defining the objective of harmonization and of achieving compliance. The characteristics of the regime are identified, and issues of resource dependence, capacity building, verification of compliance, and the increasing centrality of government to policy implementation are examined. Despite the constant risk of defection and the tensions within the regime, the conclusion is drawn that the regime should not be deemed ineffective. Increasing effectiveness, however, is likely to occur at the cost of progressive marginalization of sports organizations.
01 Dec 1999
TL;DR: In this article, the authors analyze the interorganizational network of real estate companies and the relationship of their network positions to organization-level perceptions about the system, and find that organizations who shared similar roles in the network have convergent interpretations.
Abstract: This paper extends organizational communication research by considering external organizational issues. It analyzes the interorganizational network of real estate companies and the relationship of their network positions to organization‐level perceptions about the system. The network is divided into: (1) one group of organizations that were sparsely connected, and (2) stand‐alone organizations that were isolated from the prevailing group and each other. This interorganizational network analysis is grounded in institutionalization and resource dependence theory, vis‐a‐vis overlapping perceptions of the system, elicited by answers to open‐ended interviews. Results indicate institutionalized perceptions occurred for the group‐member organizations through indirect exposure to information in the environment. Specifically, organizations who shared similar roles in the network have convergent interpretations. These data support Mizruchi's (1993) theory that prominent organizations are more similar than those who...
DOI•
01 Jan 1999
TL;DR: In this paper, the authors describe a "commons" framework for collaboration research and to situate it in relation to socio-ecological theory andinstitutional theory, and highlight the potential uses of such a framework in research and practice.
Abstract: During the 1990s research on collaboration has been driven by several frameworks (Gray 1999), including
institutional theory, resource dependency theory, transaction cost approaches, strategic management
approaches, and political and critical perspectives. A distinct body of interdisciplinary research and literature
has grown up outside these approaches, where a "commons" framework underpins the study of the
sustainable management of resources in communities (see Ostrom, 1990; Bromley, 1992; Memon & Selsky,
1998). The resources are usually natural, and the management occurs usually by the members of a local
(rather than regional or global) community. In a related development, Lohmann (1992) has used commons
principles to articulate a theory about the nature of the nonprofit sector. Nevertheless, the growing body of
interdisciplinary research on the nature and management of the commons has not been absorbed into the
study of collaboration in the organizational sciences.
We need a commons perspective because it is important that holistic rather than segmental perspectives be
used in collaboration research. In a holistic perspective the unit of analysis is the whole social system with
an interest in, or affected by, the issue in which collaboration is being attempted. This is in contrast to
perspectives that focus on a particular element (often a powerful organizational "actor" or a key set of
relations) of a social system. I will show that the inherent holism of the commons perspective provides
advantages for understanding and managing collaborative action. Having trialed a commons framework in
research on urban port domains in New Zealand, in this paper I comment on the broader applicability of this
framework for understanding processes of collaboration in other kinds of domains. I draw together themes
in recent research by others as well as myself.1
Specifically, the purposes of this paper are (1) to describe a
"commons" framework for collaboration research and to situate it in relation to socio-ecological theory and
institutional theory; (2) to highlight the potential uses of such a framework in research and practice; and (3)
to illustrate two diverse applications of this framework.
Posted Content•
TL;DR: In this paper, the authors investigated how channels adapt and organize themselves to cope with their environments and found that the better adapted firms deliver superior performance. But the implication of such adaptive behaviour has not been investigated in the marketing literature.
Abstract: Inspired by open systems theories like the structural contingency theory (Lawrence and Lorsch 1967), population ecology theory (Hannan and Freeman 1977), and resource dependence theory (Pfeffer and Salancik 1978), several marketing scholars have investigated how channels adapt and organize themselves to cope with their environments. Curiously, however, the implication of such adaptive behaviour (i.e., the better adapted firms are more profitable) has not been investigated in the marketing literature. This paper aims to probe that question. Moreover, unlike previous marketing studies, we articulate the manufacturer's rather than the distributor's point-of-view, because channel strategy decisions are usually in the manufacturer's domain. We scrutinize firms' adaptive responses from a channel structure and channel task perspective. Results show that the better adapted firms deliver superior performance, and that the adaptive responses often occur subtly at the specific channel task level even when the channel structure itself may appear seemingly unaltered.
Posted Content•
01 Jan 1999
TL;DR: In this article, the authors investigated how channels adapt and organize themselves to cope with their environments and found that the better adapted firms deliver superior performance. But the implication of such adaptive behaviour has not been investigated in the marketing literature.
Abstract: Inspired by open systems theories like the structural contingency theory (Lawrence and Lorsch 1967), population ecology theory (Hannan and Freeman 1977), and resource dependence theory (Pfeffer and Salancik 1978), several marketing scholars have investigated how channels adapt and organize themselves to cope with their environments. Curiously, however, the implication of such adaptive behaviour (i.e., the better adapted firms are more profitable) has not been investigated in the marketing literature. This paper aims to probe that question. Moreover, unlike previous marketing studies, we articulate the manufacturer's rather than the distributor's point-of-view, because channel strategy decisions are usually in the manufacturer's domain. We scrutinize firms' adaptive responses from a channel structure and channel task perspective. Results show that the better adapted firms deliver superior performance, and that the adaptive responses often occur subtly at the specific channel task level even when the channel structure itself may appear seemingly unaltered.