Towards a theory of organizational-environmental relationships

Date

1969

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Abstract

In attempting to gain a better understanding of organizational- environmental relationships, an investigation of such relationships mentioned in a selection of community power studies was conducted. Varying degrees of support were found for the assumptions that major elite co-optation, constituency, representation and linkage each tend to increase an organization's effectiveness. Also supported was the assumption that the occurence of such relationships with community influentials is dependent on the presence of all three of the following conditions: the need of an organization to obtain external assistance in accomplishing certain tasks, the ability of community influentials to assist organizations in accomplishing these tasks and the ability of the organization to offer something in exchange for this assistance. Recommendations for future study of organizational-environmental relationships were also outlined.

Description

Keywords

Community power, Organizational behavior

Citation