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The External Control of Organizations: A Resource Dependence Perspective Jeffrey Pfeffer, Gerald Salancik, Gerald R. Salancik
Publisher: Stanford University Press

Aug 3, 2006 - Findings supported the study's ecological perspective on organizational strategy, with factors at environmental, unit, and unit leadership levels associated with additions of prevention and outreach services. However, a countervailing trend tends to push the level of intervention deeper as organizational systems shift from greater external control to more autonomy and internal control for members. Pfeffer J, Salancik GR: The external control of organizations: A resource dependence perspective. These are: - Purposive, intentional, goal-directed, rational. Jul 7, 2007 - The External Control of Organizations: A Resource Dependence Perspective. - Emergent, Almost-Random, Dependent on Process and Social Construction. The external control of organizations: A resource dependence perspective. - Externally constrained and controlled. Jan 25, 2013 - Pfeffer J, Salancik G: The External Control of Organizations: A Resource Dependence Perspective. The External Control of Organizations: A Resource Dependence Perspective. €� Resource-dependent perspectives: As per this perspective, external stakeholders have control over the organization. (1978) The External Control of Organizations: A Resource Dependence Perspective, New York: Harper & Row. Among the significant predictors, ties to managed care payers and unit leadership .. Dec 28, 2012 - BPO solutions which demands it to dump its labour dependent delivery model to largely transaction and process-centric delivery model. May 16, 2014 - In organizations, there are usually horizontal and vertical divisions of labor. Nov 19, 2012 - Three perspectives on action are suggested. Nov 1, 2007 - He stated with regard to the dependent variables of SHRM research, that it would be helpful to "have a fully articulated theory of personnel and human resource management on which to draw," (10). Jun 15, 1970 - As depth of intervention increases, so also do a number of concomitants of depth: dependence on the special competence of the change agent, centrality of the individual as the target of the change attempt, costs of intervention, and the risk of unintended consequences for individuals.