External Control of Organizations A Resource Dependence Perspective

ISBN-10: 080474789X

ISBN-13: 9780804747899

Edition: 2003

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This work explores how external constraints affect organizations and provides insights for designing and managing organizations to mitigate these constraints. All organizations are dependent on the environment for their survival.
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Book details

List price: $28.95
Copyright year: 2003
Publisher: Stanford University Press
Publication date: 3/26/2003
Binding: Paperback
Pages: 336
Size: 6.00" wide x 9.00" long x 0.75" tall
Weight: 1.232
Language: English

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