PDF Results for "Pfeffer And Salancik"

Pfeffer and Salancik (1978) suggest that certain benefits accrue to firms through their board members: advice and expertise, access to resources, and legitimacy.

Despite ubiquitous references to Pfeffer and Salancik’s classic volume, The External Control of Organizations, resource dependence theory is more of an appealing

Pfeffer, Jeffrey, and Gerald R. Salancik. 1978. The External Control of Organizations: A Resource Dependence Perspective. New York: Harper and Row.

Salancik and Pfeffer (1978) point out that individuals spend much more time dealing with the consequences of their actions than they spend plot-ting out these actions.

Resource dependence theory (Pfeffer and Salancik 1978) suggests that organizational behavior is a reflection of the management of its dependence on an external

Salancik and Pfeffer (1974) have indicated that the power of a department in an organization is a function of the amount of important resources contributed by the de-

1 Watched by Many: How Legitimacy Concerns Drive HIV/AIDS Activist NGOs’ Linkage Decisions Viewed from a resource dependence perspective (Pfeffer & Salancik, 1978 ...

... Pfeffer & Salancik, 1878; Zahra & Pearce, 1989). We draw on resource dependence theory to examine the relationship between a family firm’s governance ...

Research Paper No. 994 / \ A POLITICAL PERSPECTIVE ON CAREERS: INTERESTS, NETWORKS, AND ENVIRONMENTS Jeffrey Pfeffer Graduate School of Business Stanford University

2 POWER IMBALANCE AND INTERORGANIZATIONAL RELATIONS: RESOURCE DEPENDENCE THEORY REVISITED ABSTRACT In spite of the ubiquitous reference to Pfeffer and Salancik’s ...

VITALI ALTHOLZ 40 access to resources, and the more dependent it becomes on the groups which own the resources it needs (Pfeffer and Salancik, 2003: 258).

organization (Pfeffer & Salancik, 1978; Thompson, 1967). Given the scarcity and concentration of a particular resource, this means altering the behavior and structure of

Pfeffer and Salancik (1978) initiated a comprehensive approach to the study of organizational behavior (Drees & Heugens, 2013, p. 2; Pfeffer & Salancik, 1978). Until ...

4 for contemporary organizations (Pfeffer and Salancik, 1978). RDT focuses on how firm survives and grows by developing strategies and organization capabilities ...

3 The resource dependence perspective has benefited from continued and extensive use for more than 20 years (Pfeffer & Salancik 1978). Despite negative empirical ...

Using resource dependence theory as a theoretical angle (Pfeffer & Salancik, 1978), we are the first to develop and test hypotheses on such moderating effects. 5

148 Academy of Management Review January environment, although this perspective has also addressed the social envi- ronment of organizations (Pfeffer & Salancik, 1978 ...

and critical resources in the local task environment (Hillman, Withers, & Collins, 2009; Pfeffer & Salancik, 1978). From the perspective of insti-

Pfeffer and Salancik argue that efficiency and effectiveness are constructs that should be seen as independent of each other from a resource dependence perspective.

Pfeffer, J., & Salancik, G. (1978). The external control of organizations: A resource dependence perspec-tive. New York: Harper and Row. Porter, M. E. (1980).

successes and failures (Pfeffer & Salancik, 1978). When organizations thrive, we celebrate the power of leadership to effect organizational outcomes.

1978; Pfeffer & Salancik, 1978), its implications have not been explored adequately. This paper demonstrates that enactment implies distinctive

dependence theory (Pfeffer & Salancik, 1978) proposes that organizations are constrained by their external forces and internal organizational decision-making

Pfeffer, J. and G.R. Salancik. 1978. "The design and management of externally controlled organizations." Ch. 10 of External Control of Organizations: A Resource ...

uncertainty-reduction hypothesis has been applied at not only the individual level but also at the organizational level (Pfeffer & Salancik, 1978).

2 INTRODUCTION In this paper, we build on standard resource dependence theory (Pfeffer & Salancik, 1978) and its departure suggested by Vernon (1979) to offer a novel ...

Firms depend on their environments for resources. But as resourcedependence scholars - point out, environments are not always dependable (Pfeffer & Salancik, 1978).

JEFFREY PFEFFER Stanford University I, and possibly many of my colleagues in the ... Pfeffer & Salancik, 1978). And third, in business school disciplines other

As Pfeffer and Salancik said, "The key to. Allied Academies International Conference page 313 Proceedings of the Allied Academies, Volume 15, Number 2 Reno, 2008

Salancik, G., & Pfeffer, J. (1977). Constraints on administrator discretion: The limited influence of mayors on city budgets. Urban Affairs Quar-

1994; Lee & Tiedens, 2001; Salancik & Pfeffer, 1977). The theory argues that Group or Person A has power when A possesses a resource on which

within the Oppenhiem-Pfeffer-Salancik framework that adopts the resource-specificity perspective to dependence and accepts the coexistence of dependence and autonomy.

Pfeffer, J. and G.R. Salancik (1978/2003), The External Control of Organizations: A Resource Dependence Perspective, Stanford, CA: Stanford Business Classics.

dependence theory (Emerson, 1962; Pfeffer & Salancik, 1978). Whereas economics often assumes that firms pursue the goal of profit maximization, resource dependence

More than a quarter century ago, Jeffery Pfeffer and Gerald Salancik (1978: 1) began The External Control of Organizations with the claim that one cannot adequately ...

Pfeffer, J., & Salancik, G. (1978). The external control of organizations: A resource dependence perspective. New York: Harper & Row. Putnam, L. L. (1983).

2 Resource dependence theory applied to research funding organizations Research dependence theory, as elaborated by Pfeffer & Salancik (1978), stresses the

Pfeffer and Salancik’s argument has three causal steps. In the first step, changes in which sectors of the environment are uncertain and in which

Pfeffer&Moore,1980;Salancik&Pfeffer,1974;butseeEisenhardt&Zbaracki, 1992, for a detailed review). Their studies of university decision making found

Pfeffer, J., & Salancik, G. (1978). The external control of organizations: A resource dependency perspective. New York: Harper & Row. Phillippe, K. A., & Patton P ...

Pfeffer and Salancik (1978) also discussed how advice and counsel from outside directors can hroaden the range of strategic options considered by management, and ...

Pfeffer & Salancik (1978), the leading resource dependence theorists, use the theory to explain vertical integration and merger among for profit firms.

efits derived from directors identified by Pfeffer and Salancik (1978) also apply to the specific con-text of government officials as directors. She con-

2 Resource Dependence Theory: Past and Future Abstract This article reviews the origins and primary arguments of Resource Dependence Theory and

TO UNDERSTAND ORGANIZATIONAL BEHAVIOR Khaldoun AbouAssi, Ph.D. ... Pfeffer and Salancik’s (1978) work on resource dependence is an open system model.

Pfeffer and Salancik (1978) being the only conduit between them. However, we feel that each of these divergent literatures may benefit by considering the work ...

I979] PFEFFER AND SALANCIK: ORGANISATIONAL CONTROL 969 The External Control of Organizations. A Resource Dependence Perspective. By JEFFREY

2 POWER IMBALANCE AND INTERORGANIZATIONAL RELATIONS: RESOURCE DEPENDENCE THEORY REVISITED ABSTRACT In spite of the ubiquitous reference to Pfeffer and Salancik’s ...

Despite ubiquitous references to Pfeffer and Salancik’s classic volume, The External Control of Organizations, resource dependence theory is more of an appealing

... Pfeffer and Salancik focus on the extent to which organi-zational subunits are dependent on resources provided by other social actors (Pfeffer, 1981; ...

explore the possibility that the startup’s resource dependence (e.g., Pfeffer and Salancik 1978) drives a wedge ...

Exploring efficiency and effectiveness in the supply chain ... Pfeffer and Salancik argue that efficiency and effectiveness are constructs that should be

Pfeffer and Salancik, 2003: 48ff.; Pfeffer, 1981; Pfeffer, 1992). Consequently, Resource Dependence Theory, Resource-based Theory and the ...

Pfeffer and Salancik (1978 p: 40) emphasized that dependence “exists whenever one actor does not entirely control all of the conditions necessary for the ...

According to Pfeffer and Salancik (1978) this dependence is determined by three resource dimensions: importance, discretion and substitutability for that resource.

tory of interaction (e.g., Gulati and Sytch, 2007). ... 1967) and related streams in the resource-dependence theory (Pfeffer and Salancik, 1978) that has highlighted the

defend the coexistence of high autonomy with high dependence (cf. Pfeffer and Salancik 1978; Oppenhiem 1961; Dant, Lumpkin and Rawwas 1998; Dant and Monroe 1987) ...

Pfeffer and Salancik (1978) provides a high level of construct clarity, by using definitions, scope conditions and relationships. For example Pfeffer and Salancik ...

POWER IMBALANCE, MUTUAL DEPENDENCE AND CONSTRAINT ABSORPTION: RESOURCE DEPENDENCE THEORY REVISITED ABSTRACT Despite the ubiquitous references to Pfeffer and Salancik ...

Consistent with its origins (i.e., Pfeffer and Salancik 1978), past . 4 empirical research on resource dependence focused on inter-organizational relationships and

PERFORMANCE: INTEGRATING AGENCY AND RESOURCE DEPENDENCE PERSPECTIVES ... Pfeffer and Salancik note that "when an organization appoints an individual to a board,

LOW POWER ACTOR RESHAPING EXTERNAL REGULATORY ENVIRONMENT: ... (Pfeffer and Salancik,1978:189,190).The motivation for political actions is straightforward:

According to Pfeffer and Salancik (1978) this dependence is determined by three resource dimensions: importance, discretion and substitutability for that resource.

Pfeffer and Salancik (1972) found that in relatively concentrated ... uncertainty in their interdependencies with other firms. The adoption of this approach offers

... (Pfeffer and Salancik, 1978). In the internal category of functions, boards provide both service and control since they assist in developing and ...

part to the power of Pfeffer and Salancik’s analysis, but it is due also to a series of subsequent changes in the organizational world itself.

Where Do Interorganizational Networks Come From? 1 ... (Pfeffer and Salancik 1978; Burt 1983). In this view, organizations create ties to manage uncertain

dependency, the greater the power of this agent (Pfeffer and Salancik, 1978). In the present study, this agent is embodied in the figure of intermediary sales.

Indeed, Pfeffer and Salancik note that “there is a limited amount of empirical work explicitly testing resource dependence and its central tenets” [32, p. xvi].

TMT Information Search, Perceptual Accuracy, and Firm Performance strategic decisions and performance (Pfeffer and Salancik, 1978: 276). The desirability of accuracy is

social systems” (Pfeffer and Salancik, 1978, p. 193). Supply chain management has developed as a field from the integration of operations and marketing ...

STRATEGIC DEPENDENCE ON THE IT RESOURCE AND OUTSOURCING: A TEST OF THE STRATEGIC CONTROL MODEL ... (Pfeffer and Salancik, 1978). An organization must be open to its

DOCUMENT RESUME ED 231 018 EA 015 675 AUTHOR Williams, Richard C.; Marcus, Michelle ... Pfeffer and Salancik use this model to highlight three seemingly cau-

sources of resources (Pfeffer and Salancik, 1978), and firms may engage in different strategies to achieve this purpose. Previous studies have shown

CERIAS Tech Report 2008-5 Actional Legitimation: No Crisis Necessary by Josh Boyd Center for Education and Research Information Assurance and Security

(Pfeffer and Salancik 1978; Slaughter and Rhoades 2004). This interorganizational dependency is predicted by all open systems theories, particularly resource dependence

Knowledge in Theories of Adaptation and Innovation Arie Y. Lewin Fuqua School of Business, Duke University ... Resource dependence – Pfeffer and Salancik (1978)!

Pfeffer and Salancik 1978). This externalization of control is made explicit in the terms of outsourcing contracts. Huang et al./Mitigating the Risks of Resource ...