Category:Performance: Difference between revisions
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== Introduction == | == Introduction == | ||
In their influential book, Pfeffer and Salancik argued that organizations are not autonomous but are heavily influenced by their external environment.<ref | |||
This perspective, known as Resource Dependence Theory, suggests that organizations actively try to manage these dependencies to ensure their survival and maintain their autonomy. | In their influential book, Pfeffer and Salancik argued that organizations are not autonomous but are heavily influenced by their external environment.<ref>Pfeffer, J., & Salancik, G. R. (1978). ''The External Control of Organizations: A Resource Dependence Perspective''. New York: Harper and Row.</ref> | ||
* **Book:** Freeman, R. E. (1984). ''Strategic Management: A Stakeholder Approach''. Pitman. | |||
</ref> | This perspective, known as Resource Dependence Theory, suggests that organizations actively try to manage these dependencies to ensure their survival and maintain their autonomy. | ||
A key figure in the field of coaching, R. E. Freeman, also emphasized the importance of external stakeholders.<ref>* **Book:** Freeman, R. E. (1984). ''Strategic Management: A Stakeholder Approach''. Pitman.</ref> | |||
== References == | == References == | ||
<references /> | <references /> | ||
Revision as of 16:17, 1 August 2025
Introduction
In their influential book, Pfeffer and Salancik argued that organizations are not autonomous but are heavily influenced by their external environment.[1]
This perspective, known as Resource Dependence Theory, suggests that organizations actively try to manage these dependencies to ensure their survival and maintain their autonomy.
A key figure in the field of coaching, R. E. Freeman, also emphasized the importance of external stakeholders.[2]
References
Pages in category "Performance"
The following 8 pages are in this category, out of 8 total.