The External Control of Organizations. A Resource Dependence Perspective.

1979/12/01 by Brian J. Loasby, Jeffrey Pfeffer, Gerald R. Salancik · 26 citations
Economics, Econometrics and Finance · #Economic theories and models

paper · doi:10.2307/2231527

Abstract

Journal Article The External Control of Organizations. A Resource Dependence Perspective Get access The External Control of Organizations. A Resource Dependence Perspective. By JEFFREY PFEFFER and GERALD R. SALANCIK. (New York: Harper & Row, 1978. Pp. xiii + 300.) Brian J. Loasby Brian J. Loasby University of Stirling Search for other works by this author on: Oxford Academic Google Scholar The Economic Journal, Volume 89, Issue 356, 1 December 1979, Pages 969–970, https://doi.org/10.2307/2231527 Published: 01 December 1979

Cited by

• Choosing the Path to Bargaining Power: An Empirical Comparison of BATNAs and Contributions in Negotiation.
• Development of business-to-business relationships in turbulent environments
• Interorganizational Exchange Behavior in Marketing Channels: A Broadened Perspective
• Board Composition and Stakeholder Performance: Do Stakeholder Directors Make a Difference?
• The Design and Implementation of Cross‐Sector Collaborations: Propositions from the Literature
• Board gender diversity, environmental innovation and corporate carbon emissions
• Diversity, outside directors and firm valuation: Korean evidence
• Collaboration theory and community tourism planning
• The Social Construction of Technology: Structural Considerations
• Political connections and entrepreneurial investment: Evidence from China's transition economy
• CEO's marketing experience and firm green innovation
• Funding and productivity: Does winning grants affect the scientific productivity of recipients? Evidence from the social sciences and economics
• An Organizational Sociology of Education: Using Structural, Network, and Ecological Perspectives to Study Schools
• Stacking the deck: the effects of top management backgrounds on investor decisions
• Ideology, Power, and the Structure of Policy Networks
• Resource Dependence Theory: A Review
• Urban Climate Adaptation in the Global South
• Promoting and inhibiting: Corporate charitable donations and innovation investment under different motivation orientations--Evidence from Chinese listed companies. [europepmc]
• Increasing global supply chains' resilience after the COVID-19 pandemic: Empirical results from a Delphi study. [europepmc]
• Finding the key to the black box of board diversity and firm performance: A mediating effect analysis of technological innovation. [europepmc]
• The impact mechanism of ownership change on university innovation. [europepmc]
• Organization Theory for Implementation Science (OTIS): reflections and recommendations. [europepmc]
• The impact of digital economy on the supply chain resilience of cross-border healthcare e-commerce. [europepmc]
• A configurational analysis of contractor capabilities and conflict governance in low-carbon construction based on PLS-SEM and fsQCA. [europepmc]
• Can digital M&As promote green innovation? Evidence from manufacturing companies in China. [europepmc]
• Biodiversity risks and corporate innovation: Evidence from China. [europepmc]

Related

• Resource Dependence Theory: A Review
• Power Imbalance, Mutual Dependence, and Constraint Absorption: A Closer Look at Resource Dependence Theory
• The Modern Industrial Revolution, Exit, and the Failure of Internal Control Systems
• The Dynamics of Interorganizational Coordination
• TIME, WORK-DISCIPLINE, AND INDUSTRIAL CAPITALISM