The External Control of Organizations : A Resource Dependence Perspective

Acknowledgments and Dedication of the Classic Edition ix Introduction to the Classic Edition xi Preface xxi An External Perspective on Organizations 1(22) Overview 2(4) Internal versus External Perspectives on Organizations 6(4) Basic Concepts for a Contextual Perspective 10(6) The Role of Management 16(3) Summary 19(4) Organization and Social Context Defined 23(16) Interest Groups and Coalitions: Organizations as Markets for Influence and Control 24(3) Competing Demands 27(2) Organizational Boundaries and the Partial Inclusion of Participants 29(4) Organizational Effectiveness 33(3) Summary 36(3) Social Control of Organizations 39(23) Interdependence 40(3) The Social Control of Organizational Choice 43(11) Empirical Examinations of Interorganizational Influence 54(5) Summary 59(3) The Organizational Environment and How It Is Known 62(30) Dimensions of the Environment 63(6) The Interconnectedness of Organizations 69(1) The Enactment Process---How Environments Are Known 70(4) Determinants of the Enactment Process 74(4) Problems in Environmental Enactment 78(6) The Assessment of External Demands 84(4) Summary 88(4) Managing Organizational Demands: Adaptation and Avoidance 92(21) An Environment of Conflicting Interests 93(1) Organizational Compliance 94(1) Avoiding Influence as an Organizational Response 95(2) Managing the Conditions of Social Control 97(9) Managing and Avoiding Dependence 106(4) Summary 110(3) Altering Organizational Interdependence: Controlling the Context of Control 113(30) Using Merger to Cope with Interdependence 114(1) Patterns of Vertical Mergers 115(8) Mergers Within the Same Industry: Reducing Competitive Uncertainty 123(3) Diversification: Determining Interorganizational Dependence 126(5) Organizational Growth 131(8) Summary 139(4) The Negotiated Environment: Establishing Collective Structures of Interorganizational Action 143(45) Normative Coordination of Interdependence 147(5) Interorganizational Cooperation: The Case of Joint Ventures 152(5) Patterns of Joint Venture Activity 157(4) Cooptation: The Use of Interlocking Boards of Directors 161(9) Hospital Boards of Directors 170(5) Organized Coordination of Interdependence: Associations, Coalitions, and Cartels 175(7) Summary 182(6) The Created Environment: Controlling Interdependence Through Law and Social Sanction 188(37) Rationalization of Political Choice 191(2) Organizational Legitimacy 193(9) Regulation: State Management of the Economic Environment 202(11) The Organization as a Political Actor 213(9) Summary 222(3) Executive Succession: A Mechanism for Environmental Effects 225(32) A Model of Environmental Effects 228(2) Organizational Context and Intraorganizational Power 230(6) Executive Succession and Organizational Power 236(8) Executive Discretion and Organizational Decision Making 244(3) Executive Recruitment and Interfirm Coordination 247(5) Summary 252(5) The Design and Management of Externally Controlled Organizations 257(32) A Resource Dependence Perspective 258(4) Three Managerial Roles 262(6) Designing Externally Controlled Organizations 268(10) Designing Organizational Environments 278(3) Organizational Futures 281(8) Index 289