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Lessons from Resource Dependence Theory for Contemporary Public and Nonprofit Management
Author(s) -
Malatesta Deanna,
Smith Craig R.
Publication year - 2014
Publication title -
public administration review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.721
H-Index - 139
eISSN - 1540-6210
pISSN - 0033-3352
DOI - 10.1111/puar.12181
Subject(s) - resource dependence theory , business , set (abstract data type) , resource (disambiguation) , core (optical fiber) , public relations , political science , economics , management , computer science , computer network , programming language , telecommunications
The fiscal landscape continues to challenge public and nonprofit managers. Against this backdrop, public and nonprofit managers look for new strategies to address the challenges associated with limited resources. Resource dependence theory provides valuable guidance for managers who want to understand the considerations and consequences relevant to different types of interorganizational partnering. In this article, the theory's core ideas are described, along with three common strategies or tactics that organizations use to obtain critical resources from the environment: merging, forming alliances, and co‐opting. For each strategy, the authors derive a set of practical lessons for busy public and nonprofit managers .