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Intergroup conflict is a pervasive issue at the heart of concern for organizations and society alike. Currently, there is little consensus about the impetus for intergroup conflict. Micro approaches focus on behavioral aspects of individuals, personality factors, and characteristics of group composition, whereas macro theories explain the reason for tension as competition as the factors within the external environment that contribute to differences in power. In this article, I offer a Resource Dependence Perspective on intergroup conflict (Pfeffer & Salancik, 1978), which focuses on the strategic actions undertaken to manage dependencies with other entities in their environment, and synthesize the two theoretical perspectives into a single more comprehensive view of intergroup conflict. I offer propositions, a theoretical model, and discuss implications for research and practice.

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