Abstract
When trying to account for changes that take place over time in the structure of any organisation, social scientists often use a conceptual framework known as resource dependency theory. This theory assumes that organisations survive only if they are able to react to changes that occur in the world around them in order to obtain the resources they need to stay in operation. Since they have the capacity for independent action, organisations are not passively shaped by their environment; they sometimes are also able to influence it.
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Chevaillier, T. (2002). University Governance and Finance: The Impact of Changes in Resource Allocation on Decision Making Structures. In: Amaral, A., Jones, G.A., Karseth, B. (eds) Governing Higher Education: National Perspectives on Institutional Governance. Higher Education Dynamics, vol 2. Springer, Dordrecht. https://doi.org/10.1007/978-94-015-9946-7_5
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DOI: https://doi.org/10.1007/978-94-015-9946-7_5
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