Resource dependence theory

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The procurement of external resources is an important tenet of both the strategic and tactical management of any company. Nevertheless, a theory of the consequences of this importance was not formalized until the 1970s, with the publication of The External Control of Organizations: A Resource Dependence Perspective (Pfeffer and Salancik 1978). Resource Dependence Theory (RDT) has implications regarding the optimal divisional structure of organizations, recruitment of board members and employees, production strategies, contract structure, external organizational links, and many other aspects of organizational strategy.

Resource Dependence Theory is one of many theories of Organizational studies regarding the behavior of organizations. In many ways, the predictions of Resource Dependence Theory are similar to those of Transaction cost economics, but it also shares some aspects with Institutional theory.

[edit] References

Boyd, B. (1990). "Corporate Linkages and Organizational Environment: A Test of the Resource Dependence Model." Strategic Management Journal 11(6): 419-430.
Hayward, M. L. A. and W. Boeker (1998). "Power and Conflicts of Interest in Professional Firms: Evidence from Investment Banking." Administrative Science Quarterly 43(1): 1-22.
Pfeffer, J. (1982). Organizations and Organization Theory. Marshfield, MA, Pitman.
Pfeffer, J. and G. R. Salancik (1978). The External Control of Organizations: A Resource Dependence Perspective. New York, NY, Harper and Row.
Salancik, G. R. (1979). "Interorganizational Dependence and Responsiveness to Affirmative Action: The Case of Women and Defense Contractors." Academy of Management Journal 22(2): 375-394.
Scott, W. R. (2003). Organizations: Rational, Natural and Open Systems (5th edition), Prentice Hall.