Does Resource Diversity Confer Organizational Autonomy In Arts Organizations? Extending Resource Dependence Theory

Sherer, PD, Suddaby, R ORCID: 0000-0002-9167-9180 and Rozsa de Coquet, M (2019) Does Resource Diversity Confer Organizational Autonomy In Arts Organizations? Extending Resource Dependence Theory. Journal of Arts Management Law and Society, 49 (4). pp. 224-241.

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Abstract

© 2019, © 2019 Taylor & Francis Group, LLC. Resource dependence theory holds that organizations adopt a variety of strategies to manage their dependence on resources drawn from the external environment. Most research on resource dependence theory, however, has focused on empirical contexts in which the organization is dependent upon a dominant single external source of resources. We have little understanding of which dependencies take priority over others in contexts where multiple critical dependencies co-exist. More importantly, we don't know how different types of dependencies differentially affect organizational autonomy. We address these questions in this study of over six hundred performing arts organizations. Our analysis reveals a powerful configurational effect in which different categories of resources differentially affect organizational action. We also demonstrate how organizations strategically manage their portfolio of resources in an effort to maximize their autonomy.

Item Type:	Article
Uncontrolled Keywords:	Resource dependence theory, configurational theory, resource diversity, performing arts organizations
Depositing User:	Symplectic Admin
Date Deposited:	13 Jun 2019 07:56
Last Modified:	19 Jan 2023 00:40
DOI:	10.1080/10632921.2018.1559265
Related URLs:	Author Publisher
URI:	https://livrepository.liverpool.ac.uk/id/eprint/3045602