The External Control of Organizations: A Resource Dependence Perspective (Stanford Business Books) - Softcover

Pfeffer, Jeffrey; Salancik, Gerald R.

Softcover

ISBN 10: 080474789X ISBN 13: 9780804747899

Verlag: Stanford Business Books,US, 2003

Inhaltsangabe

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 organizations 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 control or absorb uncertainty. This seminal book established the resource dependence approach that has informed so many other important organization theories.

Über diesen Titel

Über die Autorin bzw. den Autor

Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Stanford Graduate School of Business. His recent publications include The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action and Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People.Gerald R. Salancik was the D. B. Kirr Professor of Organization at the Graduate School of Industrial Administration at Carnegie Mellon University.

Von der hinteren Coverseite

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 organizations 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 control or absorb uncertainty. This seminal book established the resource dependence approach that has informed so many other important organization theories.

Aus dem Klappentext

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 organizations 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 control or absorb uncertainty. This seminal book established the resource dependence approach that has informed so many other important organization theories.

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The External Control of Organizations

A Resource Dependence PerspectiveBy Jeffrey Pfeffer Gerald R. Salancik

Stanford University Press

Copyright © 2003 Board of Trustees of the Leland Stanford Junior University
All right reserved.
ISBN: 978-0-8047-4789-9

Contents

Acknowledgments and Dedication of the Classic Edition...............................................................ixIntroduction to the Classic Edition.................................................................................xiPreface.............................................................................................................xxxi1. An External Perspective on Organizations.........................................................................1Overview............................................................................................................2Internal versus External Perspectives on Organizations..............................................................6Basic Concepts for a Contextual Perspective.........................................................................10The Role of Management..............................................................................................16Summary.............................................................................................................192. Organization and Social Context Defined..........................................................................23Interest Groups and Coalitions: Organizations as Markets for Influence and Control..................................24Competing Demands...................................................................................................27Organizational Boundaries and the Partial Inclusion of Participants.................................................29Organizational Effectiveness........................................................................................33Summary.............................................................................................................363. Social Control of Organizations..................................................................................39Interdependence.....................................................................................................40The Social Control of Organizational Choice.........................................................................43Empirical Examinations of Interorganizational Influence.............................................................54Summary.............................................................................................................594. The Organizational Environment and How It Is Known...............................................................62Dimensions of the Environment.......................................................................................63The Interconnectedness of Organizations.............................................................................69The Enactment Process-How Environments Are Known....................................................................70Determinants of the Enactment Process...............................................................................74Problems in Environmental Enactment.................................................................................78The Assessment of External Demands..................................................................................84Summary.............................................................................................................885. Managing Organizational Demands: Adaptation and Avoidance........................................................92An Environment of Conflicting Interests.............................................................................93Organizational Compliance...........................................................................................94Avoiding Influence as an Organizational Response....................................................................95Managing the Conditions of Social Control...........................................................................97Managing and Avoiding Dependence....................................................................................106Summary.............................................................................................................1106. Altering Organizational Interdependence: Controlling the Context of Control......................................113Using Merger to Cope with Interdependence...........................................................................114Patterns of Vertical Mergers........................................................................................115Mergers Within the Same Industry: Reducing Competitive Uncertainty..................................................123Diversification: Determining Interorganizational Dependence.........................................................126Organizational Growth...............................................................................................131Summary.............................................................................................................1397. The Negotiated Environment: Establishing Collective Structures of Interorganizational Action.....................143Normative Coordination of Interdependence...........................................................................147Interorganizational Cooperation: The Case of Joint Ventures.........................................................152Patterns of Joint Venture Activity..................................................................................157Cooptation: The Use of Interlocking Boards of Directors.............................................................161Hospital Boards of Directors........................................................................................170Organized Coordination of Interdependence: Associations, Coalitions, and Cartels....................................175Summary.............................................................................................................1828. The Created Environment: Controlling Interdependence Through Law and Social Sanction.............................188Rationalization of Political Choice.................................................................................191Organizational Legitimacy...........................................................................................193Regulation: State Management of the Economic Environment............................................................202The Organization as a Political Actor...............................................................................213Summary.............................................................................................................2229. Executive Succession: A Mechanism for Environmental Effects......................................................225A Model of Environmental Effects....................................................................................228Organizational Context and Intraorganizational Power................................................................230Executive Succession and Organizational Power.......................................................................236Executive Discretion and Organizational Decision Making.............................................................244Executive Recruitment and Interfirm...

Details zur Ausgabe

• Verlag: Stanford Business Books,US
• Erscheinungsdatum: 2003
• Sprache: Englisch
• ISBN 10: 080474789X
• ISBN 13: 9780804747899
• Einband: Taschenbuch
• Anzahl der Seiten: 300
• Kontakt zum Hersteller: Nicht verfügbar
• Verantwortliche Person: Nicht verfügbar