• Publications
  • Influence
The External Control of Organizations: A Resource Dependence Perspective.
Examines how external constraints affect organizations and how to design and manage organizations under such constraints. Taking a resource dependence perspective on organizations, the book discusses
Informal Networks and Organizational Crises: An Experimental Simulation
This paper argues that organizations with a particular social network structure are more effective than most organizations in responding to crises. Further, it is argued that the effective structure
Organizations and Social Systems: Organization Theory's Neglected Mandate.
This essay has benefited from careful reading and comments by several of our colleagues. We want to express our appreciation to Dan Brass, Mark Mizruchi, Keith Murnighan, Christine Oliver, Linda
The Development of an Interorganizational Control Network: The Case of Intercollegiate Athletics.
I am indebted to my colleague W. Jeff Reynolds for encouraging my interest in college athletics and for work on an earlier paper related to this topic. Thanks are owed to Mitchell Lowenthal and
Competitive Influences on the Interorganizational Regulation of College Athletics
I would like to thank W. Jeff Reynolds, with whom I began this project; Mayer N. Zald, who has influenced much of my thought on this topic; and John C. Anderson, whose discussions helped organize the
Employee Ownership: Implications for the Organizational Distribution of Power1
Workers' and managers' perception of their roles as employee owners, financial partners, and joint decision makers were examined in a furniture factory purchased by its employees through a corporat...
Resistance and Cooperation: A Response to Conflict Over Job Performance
Research literature on job performance from bothmanagement oriented and industrial relations/sociologyof work models is synthesized to produce a morecomprehensive understanding of how supervisors
A Yo-Yo Model of Cooperation: Union Participation in Management at the Rath Packing Company
The authors hypothesize that union leaders who enter into union-management cooperative programs alternate between cooperative and adversarial behavior: they agree to cooperate in order to avert
Resource Mobilization and the Creation of US Producer's Cooperatives, 1835-1935
Historical research identified only 595 producers' cooperatives in the United States between 1835 and 1935. Given the attention the cooperative movement received during that period, we are led to ask