Thirty years have passed since Pfeffer and Salancik's seminal work on resource dependence theory (RDT). During this time RDT has been applied broadly across the research domain to explain how organizations reduce environmental interdependence and uncertainty. In this review, the authors assess the conceptual development, empirical research, and application of RDT. They structure their review around the five options that Pfeffer and Salancik propose firms can enact to minimize environmental dependences: (a) mergers/vertical integration, (b) joint ventures and other interorganizational relationships, (c) boards of directors, (d) political action, and (e) executive succession. The authors summarize past work, synthesize contemporary thought, and propose future research directions.
Director selection is a critical board process and outcome that influences the board and its overall performance. Because of this influence, research from a variety of different disciplinary areas examines the antecedents and outcomes of director selection. The authors offer a synthesis of this literature from these different disciplines. The authors first delineate the process that drives the selection of an individual to a board. They then review and categorize the director selection literature into two distinct perspectives-a rational economic perspective focused on the organization-level benefits driving the selection decision and a socialized perspective emphasizing the social processes that influence the director selection process. Finally, from their review, the authors suggest promising areas of future research regarding director selection.
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