The External Control of Organizations: A Resource Dependence Perspective
Among the most widely cited books in the social sciences, The External Control of Organizations has long been required reading for any student of organization studies. The book, reissued on its 25th anniversary as part of the Stanford Business Classics series, includes a new preface written by Jeffrey Pfeffer, which examines the legacy of this influential work in current research and its relationship to other theories.
The External Control of Organizations explores how external constraints affect organizations and provides insights for designing and managing organizations to mitigate these constraints. All organizations are dependent on the environment for their survival. As the authors contend, "it is the fact of the organization's dependence on the environment that makes the external constraint and control of organizational behavior both possible and almost inevitable." Organizations can either try to change their environments through political means or form interorganizational relationships to control or absorb uncertainty. This seminal book established the resource dependence approach that has informed so many other important organization theories.
ما يقوله الناس - كتابة مراجعة
لم نعثر على أي مراجعات في الأماكن المعتادة.
Organization and Social Context Defined
Social Control of Organizations
The Organizational Environment and How It Is Known
Adaptation and Avoidance
طبعات أخرى - عرض جميع المقتطفات
Administrative Science Quarterly agencies AIFS American analysis antitrust argued attempt cartel coalition competition concentration conflict constraints context contingencies contingencies theory cooptation coordination corporate correlations critical decisions demands determined develop directors discretion diversification economic effects efficiency environmental executive extent external control Federal Trade Commission focal organization function funding growth hospitals important increase individuals industry influence inside directors interdependence interest groups interfirm interlocking interlocking directorates interorganizational involved joint ventures Journal legitimacy less linkage ment merger activity nizations norms number of firms obtain oligopoly operating orga organiza organization's organizational actions organizational behavior organizational environments outcomes output participants patterns perspective Pfeffer political population ecology position predicted problems profits proportion reduce regulation relationship requirements resource dependence response role Salancik social actors Social Psychology sources stability Stigler strategies structure subunit survival theory tion tional transactions uncertainty variable various zations