Resource dependence theory

About: Resource dependence theory is a research topic. Over the lifetime, 2732 publications have been published within this topic receiving 184871 citations.

Human resource management : issues and strategies

Abstract: Preface. List of contributors. Acknowledgements. Part 1: Concepts and Issues in Human Resource Strategy. 1. The Nature of Strategic Management. 2. Concepts and Issues in Strategic Human Resource Management. 3. Roles, Relationships and Skills in Developing a Strategic Approach to Human Resource Management. 4. Strategies for Human Resource Management: Issues in Larger and International Firms. 5. Strategies for Human Resource Management: Challenges in Smaller and Entrepreneurial Organizations. 6. Industrial Relations, Employment Relations and Strategic Human Resource Management. Part 2: Human Resource Strategies in the Workplace. 7. Communicating Organizational Vision, Goals and Human Resource Strategy. 8. Achieving Equality of Treatment and opportunity in the Workplace. 9. The Strategic Management of Recruitment and Selection. 10. Performance Management: Its Role and Methods in Human Resource Strategy. 11. Choosing and Using Relevant Financial Reward Systems. 12. Developing People - For Whose Bottom Line? Part 3: Applying Concepts: Practical Assigments and Case Studies.

Things Change: Dynamic Resource Constraints and System-Dependent Selection in the Evolution of Organizational Populations

Abstract: An extensive empirical literature has demonstrated the existence of density-dependent selection in organizational vital rates. This research has also shown that historical trajectories followed by organizational populations only partly conform to the predictions of the original model. Inconsistencies with the model's predictions prompt a series of questions: Why do organizational populations suddenly collapse after reaching a peak? Why do organizational populations oscillate after collapsing? What causes extinction of organizational forms? To address these questions, scholars have proposed a variety of modifications to the original model of density dependence. All have merit, but none is completely satisfying. The main objective of this study is to narrow the gap between theories, models, and observed historical trajectories by identifying a unitary analytical framework that can account for the variety of empirical trajectories typically followed by mature organizational populations. The model that we present is based on the hypothesis of system-dependent selection, according to which patterns of resource availability are produced by processes that are partly endogenous to organizational populations. The main analytical insight of the study is that under conditions of dynamic resource constraints introduced by system-dependent selection, the presence of population-level inertia leads to a rich variety of historical trajectories during population maturity. We show that this result holds in the absence of any particular assumption about the microstructure of organizational populations. Possible trajectories include sustained oscillations, resurgence, and extinction.

Understanding Noncustodial Fathers' Family and Life Satisfaction From Resource Theory Perspective:

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.

Symmetric Assumptions in the Theory of Disruptive Innovation: Theoretical and Managerial Implications

Abstract: The literature on disruptive innovation has convincingly explained why many established firms encounter problems under conditions of discontinuous change; incumbents fail to invest in new technologies that are not demanded by their existing customers. This argument is grounded in resource dependency theory and the associated assumption that existing customers control a firm’s internal resource allocation processes. While convincingly explaining the problem of disruptive innovation, there is still much to do in terms of developing managerial solutions. We argue that a key reason why such solutions are lacking can be found in the asymmetric theoretical assumptions underpinning the original theory of disruptive innovation; assumptions which constrain on the scope of potential solutions. Specifically, we identify two related forms of asymmetry in the theory of disruptive innovation. First, the focal (incumbent) firm is treated as a collection of heterogeneous actors with different preferences, incentives and competencies, whereas firms in the surrounding environment are treated as if they contained no such heterogeneity. Second, the focal (incumbent) firm is treated as if controlled by the firms in its environment, whereas the focal firm itself is incapable of exerting any such control. In this paper we argue that a more symmetric theory of disruptive innovation - i.e. one that treats all similar entities in the same way - opens up for a range of interesting and fruitful managerial solutions.