Factors Influencing The Saliency And Legitimacy Of Public Organizations: A Case Study
| Author(s) | Hannigan, John A. | |
| Author(s) | Kueneman, Rodney M. | |
| Date Accessioned | 2005-02-26T15:48:20Z | |
| Date Available | 2005-02-26T15:48:20Z | |
| Publication Date | 1975 | |
| Description | In recent years, an increasing body of theoretical and empirical literature has focused upon the reciprocal influence between the complex organization and its environment. Thompson and McEwen (1958), for example, have conceptualized organizational goals as dynamic in nature, requiring constant interaction between the organization and its environment. This interaction process often takes the form of a power relationship, with both organization and environment competing for domination. As a result, organizations must adopt strategies for coming to terms with the environment, simply to ensure survival. Randall (1973, p. 236) describes such strategies as involving the process of building, and then maintaining environmental support for organizational goals and objectives, products or services, policies or programs. | en |
| Extent | 247850 bytes | |
| MIME type | application/pdf | |
| URL | http://udspace.udel.edu/handle/19716/373 | |
| Language | en_US | |
| Publisher | Disaster Research Center | en |
| Part of Series | Preliminary Papers;21 | |
| Keywords | saliency | en |
| Keywords | public organizations | en |
| Keywords | environment | |
| Keywords | organizational goals | |
| Title | Factors Influencing The Saliency And Legitimacy Of Public Organizations: A Case Study | en |
| Type | Other | en |