Acknowledgments and Dedication of the Classic Edition |
Introduction to the Classic Edition |
Preface |
An External Perspective on Organizations / 1.: |
Overview |
Internal versus External Perspectives on Organizations |
Basic Concepts for a Contextual Perspective |
The Role of Management |
Summary |
Organization and Social Context Defined / 2.: |
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 / 3.: |
Interdependence |
The Social Control of Organizational Choice |
Empirical Examinations of Interoganizational Influence |
The Organizational Environment and How It Is Known / 4.: |
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 / 5.: |
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 / 6.: |
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 / 7.: |
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 / 8.: |
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 / 9.: |
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 / 10.: |
A Resource Dependence Perspective |
Three Managerial Roles |
Designing Externally Controlled Organizations |
Designing Organizational Environments |
Organizational Futures |
Index |
Acknowledgments and Dedication of the Classic Edition |
Introduction to the Classic Edition |
Preface |