The External Control of Organizations: A Resource Dependence Perspective. Jeffrey Pfeffer, Gerald Salancik, Gerald R. Salancik

The External Control of Organizations: A Resource Dependence Perspective


The.External.Control.of.Organizations.A.Resource.Dependence.Perspective.pdf
ISBN: 9780804747899 | 336 pages | 9 Mb


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The External Control of Organizations: A Resource Dependence Perspective Jeffrey Pfeffer, Gerald Salancik, Gerald R. Salancik
Publisher: Stanford University Press



As is implicated by the theory, an effective board leadership structure is affected by the The external control of organizations: a resource dependence perspective." [5] Boyd, Brian. Aug 8, 2008 - They see high energy prices [27], [28], [29] as enduring and forcing them to realign with a turbulent external environment. Oct 31, 2013 - The New Institutionalism in Organizational Analysis. Sets of resource-dependent organizations. The External Control of Organizations: A Resource Dependence Perspective. Apr 28, 2013 - For this, we can refer to the Resource Dependence Theory, published by Pfeffer and Salancikb (1978) which studies how the external resources of organizations affect the behavior of the organization [2]. Salancik (2003) The External Control of Organizations: A Resource Dependence Perspective, Stanford, CA: Stanford University Press. Jan 6, 2012 - Another perspective views the environment as a source of resources upon which the organization is dependent. Mar 29, 2013 - Article |; Pfeffer, Jeffrey and Gerald R. The external control of organizations: a resource dependence perspective. Jun 15, 1970 - As depth of intervention increases, so also do a number of concomitants of depth: dependence on the special competence of the change agent, centrality of the individual as the target of the change attempt, costs of intervention, and the risk of unintended consequences for individuals. Salancik (1987), The External Control of Organizations: a Resource Dependence Perspective, in: Handel, M.J., the Sociology of Organizations, London: Sage publications, pp. Their relationships are characterised by power-dependence; that is, 'any organization is dependent on other organizations for resources', and 'to achieve their goals, the organizations have to exchange resources'. However, a countervailing trend tends to push the level of intervention deeper as organizational systems shift from greater external control to more autonomy and internal control for members. So, actors 'employ strategies within known rules of The External Control of Organizations: A Resource dependence Perspective.

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