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.

Classics of 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).

The dynamics of interorganizational coordination.

Abstract: : A theory was developed on the creation, growth, and decline of relationships among organizations and was tested, using a longitudinal study of 95 dyadic relationships among child care and health organizations in Texas. Using LISREL V, the test of the theory showed that substantial revision of the model was required to adequately explain the data. When the model was revised, important new patterns were revealed in the development of interorganizational relationships over time: (1) Perceptions of dependence on others for resources spurs the development of interorganizational relationships. Resource dependence is a powerful direct determinant of communications, resource transactions, and consensus; (2) The growth of interorganizational relationships is fostered by frequent communications to formalize the relationship and build consensus about the terms of the relationship among the parties involved; (3) Monetary transactions and client referrals entail different patterns of coordination; and (4) Consensus among parties in an interorganizational relationship is both a positive outcome of initial resource dependence and communications and has a negative influence on subsequent perceptions of resource dependence. Keywords include: Interorganizational Relations, Interorganizational Coordination.

Can Directors Impact Performance? A case‐based test of three theories of corporate governance

Abstract: We examine hypothesised links between the board of directors and firm performance as predicted by the three predominant theories in corporate governance research, namely agency theory, stewardship theory and resource dependence theory. By employing a pattern matching analysis of seven cases, we are able to examine the hypothesised link between board demography and firm performance expected under each theory. We find that while each theory can explain a particular case, no single theory explains the general pattern of results. We conclude by endorsing recent calls for a more process-orientated approach to both theory and empirical analysis, if we are to understand how boards add value.

Board Composition from Adolescence to Maturity: A Multitheoretic View

Abstract: We develop theory to show how board composition and, consequently, firm performance are a reflection of both the firm's life cycle stage and the relative power of the CEO and external financiers at the time of founding. This theory provides insight into the predictive validity of agency, resource dependence, institutional, and social network theories. We also argue that boards are subject to path dependency, and, thus, board composition is likely to persist over time.