The external control of organizations: a resource dependence perspective
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
Stanford
Stanford Business Books
2003
|
| Ausgabe: | Orig.-print. |
| Schriftenreihe: | Stanford business classics
|
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017434488&sequence=000003&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017434488&sequence=000004&line_number=0002&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XXXIII, 300 S. graph. Darst. |
| ISBN: | 080474789X |
Internformat
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Datensatz im Suchindex
| DE-BY-TUM_call_number | 0002 SOZ 510f 2015 A 5621 |
|---|---|
| DE-BY-TUM_katkey | 2149465 |
| DE-BY-TUM_location | 00 |
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| _version_ | 1821934165219606528 |
| adam_text | Contents
Acknowledgments and Dedication of the Classic Edition
ix
Introduction to the Classic Edition
xi
Preface
xxxi
1.
An External Perspective on Organizations
1
Overview
2
Internal versus External Perspectives on Organizations
6
Basic Concepts for a Contextual Perspective
10
The Role of Management
16
Summary
19
2.
Organization and Social Context Defined
23
Interest Groups and Coalitions: Organizations as Markets for
Influence and Control
24
Competing Demands
27
Organizational Boundaries and the Partial Inclusion of Participants
29
Organizational Effectiveness
33
Summary
36
3.
Social Control of Organizations
39
Interdependence
40
The Social Control of Organizational Choice
43
Empirical Examinations of Interorganizational Influence
54
Summary
59
vi
Contents
4.
The Organizational Environment and How It Is Known
62
Dimensions of the Environment
63
The Interconnectedness of Organizations
69
The Enactment Process—How Environments Are Known
70
Determinants of the Enactment Process
74
Problems in Environmental Enactment
78
The Assessment of External Demands
84
Summary
88
5.
Managing Organizational Demands: Adaptation and Avoidance
92
An Environment of Conflicting Interests
93
Organizational Compliance
94
Avoiding Influence as an Organizational Response
95
Managing the Conditions of Social Control
97
Managing and Avoiding Dependence
106
Summary
110
6.
Altering Organizational Interdependence: Controlling
the Context of Control
113
Using Merger to Cope with Interdependence
114
Patterns of Vertical Mergers
115
Mergers Within the Same Industry: Reducing Competitive Uncertainty
123
Diversification: Determining Interorganizational Dependence
126
Organizational Growth
131
Summary
139
7.
The Negotiated Environment: Establishing Collective
Structures of Interorganizational Action
143
Normative Coordination of Interdependence
147
Interorganizational Cooperation: The Case of Joint Ventures
152
Patterns of Joint Venture Activity
157
Cooptation:
The Use of Interlocking Boards of Directors
161
Hospital Boards of Directors
170
Organized Coordination of Interdependence:
Associations
,
Coalitions
,
and Cartels
175
Summary
182
8.
The Created Environment: Controlling Interdependence
Through Law and Social Sanction
188
Rationalization of Political Choice
191
Organizational Legitimacy
193
Contents
vii
Regulation: State Management
of the Economic
Environment 202
The Organization as a Political Actor
213
Summary
222
9.
Executive Succession: A Mechanism for Environmental Effects
225
A Model of Environmental Effects
228
Organizational Context and Intraorganizational Power
230
Executive Succession and Organizational Power
236
Executive Discretion and Organizational Decision Making
244
Executive Recruitment and Interfirm Coordination
247
Summary
252
10.
The Design and Management of Externally Controlled Organizations
257
A Resource Dependence Perspective
258
Three Managerial Roles
262
Designing Externally Controlled Organizations
268
Designing Organizational Environments
278
Organizational Futures
281
Index
289
Two of the best minds in the business,
Pfeffer
and Salancik crafted this powerful
argument that remains timely and timeless. That s the true test of a classic. The
External Control of Organizations is a trusted, durable, evocative work.
—
Karl E. Weick, Rensis
Likért
Distinguished University Professor of Organizational
Behavior and Psychology, University of Michigan Business School
Pfeffer
and Salancik have produced a good, persuasive statement of the resource
dependence view.
. . .
Their book is a welcome effort to formulate the perspec¬
tive more completely, weigh the relevant empirical evidence, and develop impli¬
cations for organizational design.
—
Administrative Science Quarterly
Launching the resource dependence theory of organizations, this influential
work was the first to recognize the power of the wider social-political environ¬
ment as a force shaping organizational structure and behavior. Recognizing that
all organizations must acquire resources from the environment as a condition of
their survival,
Pfeffer
and Salancik demonstrate how resource dependence gives
rise to power problems and, potentially, to political solutions.
—
W. Richard Scott, Stanford University
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 organ¬
izations 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 con¬
trol or absorb uncertainty. This seminal book established the resource dependence approach that
has informed so many other important organization theories.
|
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| discipline | Soziologie Wirtschaftswissenschaften |
| edition | Orig.-print. |
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| id | DE-604.BV023792282 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T13:34:13Z |
| institution | BVB |
| isbn | 080474789X |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-017434488 |
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| publishDate | 2003 |
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| spellingShingle | Pfeffer, Jeffrey Salancik, Gerald R. The external control of organizations a resource dependence perspective Operational Auditing (DE-588)4267801-8 gnd Umwelt (DE-588)4061616-2 gnd Organisation (DE-588)4043774-7 gnd |
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| title | The external control of organizations a resource dependence perspective |
| title_auth | The external control of organizations a resource dependence perspective |
| title_exact_search | The external control of organizations a resource dependence perspective |
| title_full | The external control of organizations a resource dependence perspective Jeffrey Pfeffer and Gerald R. Salancik |
| title_fullStr | The external control of organizations a resource dependence perspective Jeffrey Pfeffer and Gerald R. Salancik |
| title_full_unstemmed | The external control of organizations a resource dependence perspective Jeffrey Pfeffer and Gerald R. Salancik |
| title_short | The external control of organizations |
| title_sort | the external control of organizations a resource dependence perspective |
| title_sub | a resource dependence perspective |
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| Exemplar 1 | Ausleihbar Am Standort |