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| Acknowledgments and Dedication of the Classic Edition | |
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| Introduction to the Classic Edition | |
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| Preface | |
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| An External Perspective on Organizations | |
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| Overview | |
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| Internal versus External Perspectives on Organizations | |
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| Basic Concepts for a Contextual Perspective | |
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| The Role of Management | |
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| Summary | |
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| Organization and Social Context Defined | |
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| Interest Groups and Coalitions: Organizations as Markets for Influence and Control | |
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| Competing Demands | |
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| Organizational Boundaries and the Partial Inclusion of Participants | |
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| Organizational Effectiveness | |
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| Summary | |
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| Social Control of Organizations | |
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| Interdependence | |
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| The Social Control of Organizational Choice | |
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| Empirical Examinations of Interoganizational Influence | |
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| Summary | |
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| The Organizational Environment and How It Is Known | |
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| Dimensions of the Environment | |
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| The Interconnectedness of Organizations | |
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| The Enactment Process--How Environments Are Known | |
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| Determinants of the Enactment Process | |
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| Problems in Environmental Enactment | |
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| The Assessment of External Demands | |
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| Summary | |
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| Managing Organizational Demands: Adaptation and Avoidance | |
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| An Environment of Conflicting Interests | |
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| Organizational Compliance | |
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| Avoiding Influence as an Organizational Response | |
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| Managing the Conditions of Social Control | |
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| Managing and Avoiding Dependence | |
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| Summary | |
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| Altering Organizational Interdependence: Controlling the Context of Control | |
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| Using Merger to Cope with Interdependence | |
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| Patterns of Vertical Mergers | |
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| Mergers Within the Same Industry: Reducing Competitive Uncertainty | |
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| Diversification: Determining Interorganizational Dependence | |
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| Organizational Growth | |
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| Summary | |
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| The Negotiated Environment: Establishing Collective Structures of Interorganizational Action | |
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| Normative Coordination of Interdependence | |
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| Interorganizational Cooperation: The Case of Joint Ventures | |
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| Patterns of Joint Venture Activity | |
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| Cooptation: The Use of Interlocking Boards of Directors | |
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| Hospital Boards of Directors | |
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| Organized Coordination of Interdependence: Associations, Coalitions, and Cartels | |
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| Summary | |
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| The Created Environment: Controlling Interdependence Through Law and Social Sanction | |
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| Rationalization of Political Choice | |
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| Organizational Legitimacy | |
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| Regulation: State Management of the Economic Environment | |
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| The Organization as a Political Actor | |
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| Summary | |
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| Executive Succession: A Mechanism for Environmental Effects | |
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| A Model of Environmental Effects | |
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| Organizational Context and Intraorganizational Power | |
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| Executive Succession and Organizational Power | |
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| Executive Discretion and Organizational Decision Making | |
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| Executive Recruitment and Interfirm Coordination | |
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| Summary | |
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| The Design and Management of Externally Controlled Organizations | |
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| A Resource Dependence Perspective | |
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| Three Managerial Roles | |
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| Designing Externally Controlled Organizations | |
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| Designing Organizational Environments | |
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| Organizational Futures | |
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| Index | |