The External Control of Organizations: A Resource Dependence PerspectiveStanford University Press, 2003 - 300 من الصفحات 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. |
المحتوى
An External Perspective on Organizations | 1 |
Organization and Social Context Defined | 23 |
The Social Control of Organizational Choice | 43 |
Empirical Examinations of Interorganizational Influence | 54 |
Problems in Environmental Enactment | 62 |
The Enactment ProcessHow Environments Are Known | 71 |
The Assessment of External Demands | 84 |
Adaptation and Avoidance | 92 |
The Case of Joint Ventures | 152 |
The Use of Interlocking Boards of Directors | 161 |
Hospital Boards of Directors | 170 |
Summary | 182 |
Controlling Interdependence | 188 |
A Mechanism for Environmental Effects | 225 |
The Design and Management of Externally Controlled Organizations | 257 |
| 289 | |
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عبارات ومصطلحات مألوفة
ability achieve Administrative Science Quarterly agencies alter American analysis antitrust argued attempt cartel coalition competition concentration conflict constraints contingencies contingencies theory Control of Organizations coordination corporate correlations critical decisions demands determined develop directors discretion diversification economic efficiency environmental exchange executive extent external control focal organization function growth hospitals important increase individuals industry influence input inside directors interdependence interest groups interfirm interlocking interlocking directorates interorganizational involved joint ventures Journal legitimacy less linkage managerial ment merger activity nization norms oligopoly operating orga organiza organization's organizational actions organizational behavior Organizational Ecology organizational environments outcomes output participants Perrow perspective Pfeffer political population ecology position predict problems profits proportion regulation relationship require resource dependence resource dependence theory response role Salancik social actors Social Psychology sources strategies structure subunit survival theory tion tional transactions uncertainty variable various zations