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• ??? ?? (Albert J.F. Yang, Ph.D.)
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• Tel[phone], ext.4222
• E-mail jfyang_at_ccms.nkfust.edu.tw

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• ???? (general environment)
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• ???? (organizational domain)

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• ??(merger)
• ??(acquisition)
• ????(joint venture)
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Resource Dependence Theory

• The goal of an organization is to minimize its
  dependence on other organizations for the supply
  of scare resources and to find ways of
  influencing them to make resources available

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Resource Dependence Theory (cont.)

• The strength of one organizations dependence on
  another depends on
• How vital the resource is to the organizations
  survival
• The extent that other organizations control
  these resources

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Resource Dependence Theory (cont.)

• An organization has to manage two aspects of its
  resource dependence
• It has to exert influence over other
  organizations so that it can obtain resources
• It must respond to the needs and demands of the
  other organizations in its environment

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Interorganizational Strategies for Managing
Resource Dependencies

• Two basic types of interdependencies cause
  uncertainty
• Symbiotic interdependencies interdependencies
  that exist between an organization and its
  suppliers and distributors
• Competitive interdependencies interdependencies
  that exist among organizations that compete for
  scarce inputs and outputs
• Organizations aim to choose the
  interorganizational strategy that offers the most
  reduction in uncertainty with the least loss of
  control

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Linkage Mechanisms

• Linkage mechanisms, while controlling
  interdependency, require coordination
• Coordination reduces each organizations freedom
  to act
• Organizations should choose the strategy that
  offers the most reduction in uncertainty for the
  least loss of control

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Interorganizational Strategies for Managing
Symbiotic Interdependencies
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Strategies for Managing Symbiotic Resource
Interdependencies

• Developing a good reputation
• Reputation a state in which an organization is
  held in high regard and trusted by other parties
  because of its fair and honest business practices
• Reputation and trust are the most common linkage
  mechanisms for managing symbiotic
  interdependencies

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Strategies for Managing Symbiotic Resource
Interdependencies (cont.)

• Cooptation a strategy that manages symbiotic
  interdependencies by giving them a stake in the
  organization
• Make outside stakeholders inside stakeholders
• Interlocking directorate a linkage that results
  when a director from one company sits on the
  board of another company

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Strategies for Managing Symbiotic Resource
Interdependencies (cont.)

• Strategic alliances an agreement that commits
  two or more companies to share their resources to
  develop joint new business opportunities
• An increasingly common mechanism for managing
  symbiotic (and competitive) interdependencies
• The more formal the alliance, the stronger and
  more prescribed the linkage and tighter control
  of joint activities
• Greater formality preferred with uncertainty

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Types of Strategic Alliances

• Long-term contracts
• Networks a cluster of different organizations
  whose actions are coordinated by contracts and
  agreements rather than through a formal hierarchy
  of authority
• Minority ownership
• Keiretsu a group of organizations, each of which
  owns shares in the other organizations in the
  group, that work together to further the groups
  interests

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Types of Strategic Alliances
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Keiretsu

• Japanese system for achieving the benefits of
  formal linkages without incurring its costs
• Example Toyota has a minority ownership in its
  suppliers
• Affords substantial control over the exchange
  relationship
• Avoids bureaucratic cost of ownership and
  opportunism

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The Fuyo Keiretsu
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Types of Strategic Alliances (cont.)

• Joint venture a strategic alliance among two or
  more organizations that agree to jointly
  establish and share the ownership of a new
  business

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Strategies for Managing Symbiotic Resource
Interdependencies (cont.)

• Merger and takeover results in resource
  exchanges taking place within one organization
  rather than between organizations
• New organization better able to resist powerful
  suppliers and customers
• Normally involves great expense and problems
  managing the new business

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Interorganizational Strategies for Managing
Competitive Interdependencies
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Strategies for Managing Competitive Resource
Interdependencies

• Collusion and cartels
• Collusion a secret agreement among competitors
  to share information for a deceitful or illegal
  purpose
• May influence industry standards
• Cartel an association of firms that explicitly
  agrees to coordinate their activities
• May influence price structure of market

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Strategies for Managing Competitive Resource
Interdependencies (cont.)

• Third-party linkage mechanism a regulatory body
  that allows organizations to share information
  and regulate the way they compete
• Strategic alliances can be used to manage both
  symbiotic and competitive interdependencies
• Merger and takeover the ultimate method for
  managing problematic interdependencies

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Transaction Cost Theory

• Transaction costs the costs of negotiating,
  monitoring, and governing exchanges between
  people
• Transaction cost theory the goal of an
  organization is to minimize the costs of
  exchanging resources in the environment and the
  costs of managing exchanges inside the
  organization

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Sources of Transaction Costs

• Environmental uncertainty and bounded rationality
• Bounded rationality refers to the limited
  ability people have to process information
• Opportunism and small numbers
• When organizations are dependent on a small
  number for supplies, the potential for
  exploitation is great
• Risk and specific assets
• Specific assets investments that create value in
  one particular exchange relationship but have no
  value in any other exchange relationship

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Transaction Costs and Linkage Mechanisms

• Transaction costs are low when
• Organizations are exchanging nonspecific goods
  and services
• Uncertainty is low
• There are many possible exchange partners

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Transaction Costs and Linkage Mechanisms

• Transaction costs are high when
• Organizations begin to exchange more specific
  goods and services
• Uncertainty increases
• The number of possible exchange partners falls

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Transaction Costs and Linkage Mechanisms

• Bureaucratic costs internal transaction costs
• Bringing transactions inside the organization
  minimizes but does not eliminate the costs of
  managing transactions

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Using Transaction Cost Theory to Choose an
Interorganizational Strategy

• Transaction cost theory can be used to choose an
  interorganizational strategy
• Managers can weigh the savings in transaction
  costs of particular linkage mechanisms against
  the bureaucratic costs

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Using Transaction Cost Theory to Choose an
Interorganizational Strategy (cont.)

• Managers deciding which strategy to pursue must
  take the following steps
• Locate the sources of transaction costs that may
  affect an exchange relationship and decide how
  high the transaction costs are likely to be
• Estimate the transaction cost savings from using
  different linkage mechanisms
• Estimate the bureaucratic costs of operating the
  linkage mechanism
• Choose the linkage mechanism that gives the most
  transaction cost savings at the lowest
  bureaucratic cost

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  relationships)
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Choice of entry mode
Strategic alliances (within dotted areas)
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