Environmental Dependencies and Company Structures in Britain

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Abstract
Adopting a resource-dependency approach to the concept of environment, this paper operationalizes the concept of dependence on various aspects of the organization's environments, using mainly the analytical approach suggested by Jacobs (1974). Using data from 29 companies in Britain, the relationships between dependence and structure are examined. The results showed the inadequacy of using dependence as a global concept, and the influence of other contingent factors on dependence-structure relationships. It is suggested that dependence produces the structural characteristics, particularly in the relevant sub-units, designed to maintain administrative control.

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