The interorganizational network as a political economy
Abstract
J. Kenneth Benson The interorganizational network may be conceived as a political economy concerned with the distribution of two scarce resources, money and authority. Organizations, as participants in the political economy, pursue an adequate supply of resources. Interactions and sentiments of organizations are dependent upon their respective market positions and power to affect the flow of resources. The interorganizational network is itself linked to a larger environment consisting of authorities, legislative bodies, bureaus, and publics. The flow of resources into the network depends upon developments in this larger environment.
Integrity signals
Registry
Cites
Statistics
Claims the paper makes
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
Within highly competitive resource environments, organizations vie for consistent and predictable resource inflows to enhance sustainability, and resource-yielding actors hold significant status and power as purveyors of organizational legitimacy through resource distribution.
“Within highly competitive resource environments, organizations vie for consistent and predictable resource inflows to enhance sustainability, and resource-yielding actors hold significant status and power as purveyors of organizational legitimacy through resource distribution (Benson, 1975).”
From Understanding Government-Nonprofit Funding Agreements in Human Service Organizations Using Resource Dependence Theory and Organizational Legitimacy (2026) · cites this paper as Benson, 1975
RDT measures the importance of a resource by how much it can be accounted for in organizational outcomes and assigns higher value to predictable, consistent resource inflows that support organizational sustainability.
“RDT measures the importance of a resource by how much it can be accounted for in organizational outcomes (Pfeffer & Salancik, 1978), and assigns higher value to predictable, consistent resource inflows that support organizational sustainability (Benson, 1975).”
From Understanding Government-Nonprofit Funding Agreements in Human Service Organizations Using Resource Dependence Theory and Organizational Legitimacy (2026) · cites this paper as Benson, 1975
Communicated meanings can entail which services are valued highest, who should be providing those services, and by what means.
“Communicated meanings can entail which services are valued highest, who should be providing those services, and by what means (Benson, 1975).”
From Understanding Government-Nonprofit Funding Agreements in Human Service Organizations Using Resource Dependence Theory and Organizational Legitimacy (2026) · cites this paper as Benson, 1975
Actors with power can attempt to change the broader environment by forcing resource recipients to conform to specific norms and behaviors, which may result in a loss of autonomy for resource-scarce organizations.
“Within these inter-organizational resource relationships, actors with power (i.e., resource providers) can attempt to change the broader environment by forcing resource recipients to conform to specific norms and behaviors (DiMaggio & Powell, 1983; Nienhuser, 2008), which may result in a loss of autonomy for those resource-scarce organizations (Benson, 1975; Pfeffer & Salancik, 1978).”
From Understanding Government-Nonprofit Funding Agreements in Human Service Organizations Using Resource Dependence Theory and Organizational Legitimacy (2026) · cites this paper as Benson, 1975
Cited by
Sorted by citations
Strategic Responses to Institutional Processes
Oliver, C. (1991) · The Academy of Management Review · doi:10.5465/amr.1991.4279002 · Cited by 8,950 · see citing works
International-Business Political Behavior: New Theoretical Directions
Boddewyn, J. J., & Brewer, T. L. (1994) · The Academy of Management Review · doi:10.5465/amr.1994.9410122010 · Cited by 811 · see citing works
Boundary spanning roles and organization structure
Aldrich, H., & Herker, D. (1977) · The Academy of Management Review · doi:10.2307/257905 · Cited by 1,518 · see citing works
Getting The Right Mix: Unpacking Integration Meanings and Strategies
Keast, R., Brown, K., & Mandell, M. (2007) · International Public Management Journal · doi:10.1080/10967490601185716 · Cited by 368 · see citing works
Institutional design for complex technological systems
Koppenjan, J., & Groenewegen, J. (2005) · International Journal of Technology, Policy and Management · doi:10.1504/ijtpm.2005.008406 · Cited by 141 · see citing works
A literature review on integrated perinatal care
Rodríguez, C., & Des Rivières-Pigeon, C. (2007) · International Journal of Integrated Care · doi:10.5334/ijic.202 · Cited by 48 · see citing works
Turpin, A., & Shier, M. (2026) · Journal of Public and Nonprofit Affairs · doi:10.20899/jpna.far2t327
- Authors
- Benson, J. K.
- Corresponding author
- Benson, J. Kenneth
- Venue
- Administrative Science Quarterly
- Publisher
- JSTOR
- Published
- 1975-06
- Volume
- 20
- Issue
- 2
- Pages
- 229
- ISSN
- 0001-8392 (ISSN-L)
- OpenAlex
- W2002858693
- Cited by
- 1,048
- References
- 0
- Citations by year
- 2026: 2 · 2025: 11 · 2024: 5 · 2023: 10 · 2022: 14 · 2021: 24 · 2020: 13 · 2019: 23 · 2018: 14 · 2017: 23 · 2016: 27 · 2015: 30 · 2014: 30 · 2013: 29 · 2012: 31
- FWCI
- 22.95
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Administrative Science Quarterly (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
- Social Sciences › Sociology and Political Science › Elite Sociology and Global Capitalism
- Social Sciences › Business, Management and Accounting › Strategy and Management › Political Influence and Corporate Strategies
- Keywords
- interorganizational networks, political economy, resource allocation, money, authority, resource constraints, market position, organizational power, resource flows, institutional environment, interorganizational relationships
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
Are you an author, or do you see a problem with this page? Request a review