Organizational Interdependence and Intra-Organizational Structure

Power in distribution channels — Supplier assortment strategy for balancing power

“…In other words, the firm's resource dependency leads to the relationship (cf. Aiken and Hage, 1968;Pfeffer and Salancik, 1978). Following the same logic, for the counterpart in the relationship to engage, firms must also have a degree of dependence on resources, such as financial incentives.…”

Contacts and Contracts: Cross-Level Network Dynamics in the Development of an Aircraft Material

“…By entering into interorganizational relationships, organizations can get access to complementary resources (Aiken andHage 1968, Van de Ven 1976), enabling, for example, complex innovations (Dhanaraj andParkhe 2006, Powell et al 1996). The embeddedness in networks also constitutes a resource in itself (Gulati 2007): a firm's existing network position and its past alliances influence subsequent relations, because previous experiences create ties that provide opportunities for future collaboration (Gulati and Gargiulo 1999, Powell et al 2005, Uzzi 1997.…”

Organizational Ambidexterity: An Empirical Examination of Organizational Factors as Antecedents of Organizational Ambidexterity

“…Ambidexterity was assessed using the 12-item scale measure and 5-point scale ranging from 1 (strongly disagree) to 5 (strongly agree) that was developed by Lubatkin et al (2006). In addition, contradictory organizational characteristics that consist of decentralization, formalization, and connectedness were measured by scales that were developed by Tanenbaum and Schmidt (1973), Aiken and Hage (1968) and, Jaworski and Kohli (1993) in turns. These measures were assessed with 5-point Likert scales ranging from 1-strongly disagree to 5-strongly agree.…”