The External Control of Organizations: A Resource Dependence PerspectiveStanford University Press, 2003 - 300 halaman 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. |
Isi
An External Perspective on Organizations | 1 |
Organization and Social Context Defined | 23 |
Social Control of Organizations | 39 |
The Organizational Environment and How It Is Known | 62 |
Adaptation and Avoidance | 92 |
Controlling | 113 |
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Administrative Science Quarterly agencies AIFS American analysis antitrust argued attempt budget 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 oligopoly operating orga organiza organization's organizational actions organizational behavior organizational environments outcomes output participants patterns Perrow 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 strategies structure subunit survival theory tion tional transactions uncertainty variable various zations