External Control of Organizations: Resource Dependence Perspective

2011 ◽  
pp. 267-271
Keyword(s):  
Resource Dependence ◽  
External Control ◽  
Resource Dependence Perspective

The External Control of Organizations. A Resource Dependence Perspective.

1979 ◽  
Vol 89 (356) ◽  
pp. 969 ◽  
Author(s):  
Brian J. Loasby ◽  
Jeffrey Pfeffer ◽  
Gerald R. Salancik
Keyword(s):  
Resource Dependence ◽  
External Control ◽  
Resource Dependence Perspective

The External Control of Organizations: A Resource Dependence Perspective

1979 ◽  
Vol 4 (2) ◽  
pp. 309 ◽  
Author(s):  
H. Joseph Reitz ◽  
Jeffrey Pfeffer ◽  
Gerald R. Salancik
Keyword(s):  
Resource Dependence ◽  
External Control ◽  
Resource Dependence Perspective

The External Control of Organizations: A Resource Dependence Perspective.

1979 ◽  
Vol 8 (4) ◽  
pp. 612 ◽  
Author(s):  
Robert N. Stern ◽  
Jeffrey Pfeffer ◽  
Gerald Salancik
Keyword(s):  
Resource Dependence ◽  
External Control ◽  
Resource Dependence Perspective

scholarly journals Resource-Dependence Theory

Management ◽  
2014 ◽  
Author(s):  
Adam Cobb ◽  
Tyler Wry
Keyword(s):  
Empirical Research ◽  
Resource Dependence ◽  
External Environment ◽  
Resource Dependence Theory ◽  
External Control ◽  
Scholarly Work ◽  
The Core ◽  
Focal Firm ◽  
Dependence Theory ◽  
Resource Dependence Perspective

The resource dependence perspective (hereafter RD) refers to a research tradition that emerged from the basic framework of Jeffrey Pfeffer and Gerald R. Salancik’s classic 1978 work, The External Control of Organizations: A Resource Dependence Perspective (Pfeffer and Salancik 1978, cited under Classic Treatments). The theoretical arguments that serve as RD’s foundation can be summarized as follows: (1) an organization’s external environment comprises other organizations, each with their own interests and objectives; (2) organizations hold power over a focal firm—and may thus constrain its behavior—if they control resources that are vital to its ongoing operation and cannot be acquired elsewhere. RD also highlights a number of strategies that organizations can utilize to deal with problematic dependence relationships; empirical research in this tradition has largely focused on this catalog of strategies. This bibliography is organized by the topic areas covered in External Control and displays representative and impactful work associated with each topic. Though RD’s influence has spread to a number of disparate fields beyond management (Gerald F. Davis and J. Adam Cobb’s article “Resource Dependence Theory: Past and Future” (Davis and Cobb 2010, cited under Reviews and Theoretical Intersections), this article focuses on scholarly work published in management journals and related fields such as strategy and economic sociology which collectively comprise the core RD literature.

Governance and Strategic Leadership in Entrepreneurial Firms

2002 ◽  
Vol 28 (3) ◽  
pp. 387-412 ◽  
Author(s):  
Catherine M. Daily ◽  
Patricia P. McDougall ◽  
Jeffrey G. Covin ◽  
Dan R. Dalton
Keyword(s):  
Corporate Governance ◽  
Firm Performance ◽  
Resource Dependence ◽  
Strategic Leadership ◽  
Entrepreneurial Firms ◽  
Management Research ◽  
Central Focus ◽  
Strategic Leaders ◽  
Systematic Relationships ◽  
Resource Dependence Perspective

Corporate governance has been a central focus of strategic management research, particularly the associations among governance structures, strategic leaders, and firm performance. Extant research, however, provides little evidence of systematic relationships in these areas. There are a series of theoretical/conceptual rationales suggesting that such relationships might be more pronounced in entrepreneurial firms. Accordingly, we provide an overview and synthesis of the entrepreneurship literature addressing the intersection of governance and strategic leadership with firm performance. The strongest relationships reflected in this literature are consistent with a resource dependence perspective of the firm. We conclude with several suggestions for advancing research in this important domain.

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