Topic
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.
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TL;DR: In this article, the dark side of managerial ties is evident in the perceived management capability-political ties-performance and technology capability-business ties-performing interplays in 137 Taiwanese firms operating in a variety of industrial sectors.
83 citations
01 Feb 2005
TL;DR: In this article, the authors extend the analysis to a public sector firm where its major purpose includes engaging in public good by giving away its knowledge base and services, and highlight the paradox that many public sector organisations face in simultaneously pursuing public good and sustainable competitive advantage.
Abstract: Resource based views of the firm and in particular Kay’s (1995) model of sustainable competitive advantage have been used to advance an understanding of differences in the competitive advantage of private sector firms. We extend the analysis to a public sector firm where its major purpose includes engaging in public good by giving away its knowledge base and services. The case highlights the paradox that many public sector organisations face in simultaneously pursuing public good and sustainable competitive advantage. While Kay’s model is applicable for understanding intergovernmental agency competition, we find it necessary to incorporate Resource Dependency Theory to address the paradox. Implications for theory and practice are provided.
83 citations
TL;DR: In this article, the authors seek to advance understanding of nongovernmental organization (NGO) strategies with regard to influencing corporations and study two contrasting NGO strategies (symbolic gain an...
Abstract: In this article, we seek to advance understanding of nongovernmental organization (NGO) strategies with regard to influencing corporations. We study two contrasting NGO strategies (symbolic gain an...
83 citations
TL;DR: The results show that IOS visibility positively influences overall supply chain performance, as measured by operational performance, and factors including asset specificity, interorganizational trust, complementary resources, and joint governance structures are significant, whereas environmental uncertainty and interdependence are not significant.
83 citations
TL;DR: In this paper, the authors provide an analysis of the relationship between interlocking ties and firm performance on the basis of a sample of UK-listed financial and utility companies across a 10-year period.
Abstract: Interlocking directorships are a pervasive element of the corporate landscape. Academic literature documents many examples of spreading business practices and strategic outcomes through this form of inter-organizational connectedness. Yet, the findings on the long debated relationship between interlocking ties and firm performance remain mixed. In this study, we provide an analysis of this relationship on the basis of a sample of UK-listed financial and utility companies across a 10 year period. Our findings provide support to the busyness hypothesis of interlocking and indicate that when used in excess, interlocking is likely to compromise the attention of directors on the focal company board. Moreover, in reconciliation of the competing views of the resource-dependence and agency theory, we propose a contingency-based model of interlocking with board diversity as a moderator of the baseline interlocking-firm performance relationship. Our results render support to the assertion that the potential for dissemination of ideas and innovations resides in the interlocking ties. However, boards need to be receptive to that knowledge exchange for this transfer to take place and this process may be facilitated by the level of and changes in board diversity. This study contributes to research into the consequences and implications of interlocking directorships and demonstrates that the search for the moderating and mediating variables represents a step in the right direction.
83 citations