Resource Dependence Theory
Version 1.0.0 · Updated 2026-07-30
CORE DEFINITION
Organizational behavior is not determined by internal strategy but by external controllers of key resources. To survive, organizations continuously adjust their structures to adapt to external entities that control funds, technology, or power.
SCAFFOLDING EFFECT
Reduce cognitive load
Reveals the true source of power. Whoever controls resources you cannot do without (such as major customers or key suppliers) is your de facto boss. The essence of strategy is to reduce dependence on a single critical resource through diversification or mergers.
Anchor fast decisions
Resource Dependence Theory posits that organizations must obtain key resources from the environment, thus creating dependence on other actors; asymmetric dependence determines power relations, and organizations manage dependence through strategies such as interlocking directorates, mergers, and lobbying.
MINIMUM ACTION
In progress 0/1Practice this model in one real situation:
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Source support: Explicit
- en.wikipedia.orghttps://en.wikipedia.org/wiki/Resource_dependence_theoryverified
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