The External Control of Organizations: A Resource Dependence Perspective
“Two of the best minds in the business, Pfeffer and Salancik crafted this powerful argument that remains timely and timeless. That’s the true test of a classic. The External Control of Organizations is a trusted, durable, evocative work.” —Karl E. Weick,Rensis Likert Distinguished University Professor of Organizational Behavior and Psychology, University of Michigan Business School\ “Launching the resource dependence theory of organizations, this influential work was the first to recognize...
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Republished for its 25th anniversary, this book established the resource dependence approach that influenced many organization theories, and has long been required reading for students of organization studies. Pfeffer (business, Stanford) offers an extensive new preface examining the book's influence on current research and its relationship to other theories. Chapters include organization and social context defined, the negotiated environment, and executive succession a mechanism for environmental effects. Co-author Salancik (industrial administration, Carnegie Mellon U.) died in 1996. Annotation ©2003 Book News, Inc., Portland, OR
Acknowledgments and Dedication of the Classic EditionIntroduction to the Classic EditionPreface1An External Perspective on Organizations12Organization and Social Context Defined233Social Control of Organizations394The Organizational Environment and How It Is Known625Managing Organizational Demands: Adaptation and Avoidance926Altering Organization Interdependence: Controlling the Context of Control1137The Negotiated Environment: Establishing Collective Structures of Interorganizational Action1438The Created Environment: Controlling Interdependence Through Law and Social Sanction1889Executive Succession: A Mechanism for Environmental Effects22510The Design and Management of Externally Controlled Organizations257Index289
