The resources dependence beginning has its roots in the classical system theory, behavioristischen organizational theory and social exchange theory and also as resource Dependence beginning or as is designated.

With resource is regarded the Dependence beginning the functional dependence between enterprises. One assumes an enterprise is a bundle of material and immaterial resources. Are there the enterprises very heterogeneously equipped with these resources exist to enterprise dependence.

Among material resources rank among other things plants, raw materials, in addition, the geographical location. The capacity of these resources is regularly limited. Contrary to the immaterial goods they wear themselves out with use.

Immaterial resources can be divided into net assets and into know-how (abilities, authority, experiences). Patents, copyrights and trade marks are called thereby intellectual property rights (mental property).

The resource the goal of an existence safety device pursues Dependence beginning by the guarantee of the availability of external resources during simultaneous maintenance of an autonomy clearance. If external resources represent critical components of the products or services, then the intensity of the relationship is high.

As strategic starting points for an organization of the functional dependence three substantial beginnings are called. Apart from the attempt of a reduction of the concentration with the resources owners, an avoidance of resources dependence by existence, the search for further resources owners or substitution of resources also the integration of source of resources is called.

Are resources however a substantial component of a competition advantage of an enterprise, then the correctness of the two first strategies is to be doubted. Because the straight lastingness of competition advantages, which to valuable and knappe competition-relevant resources refers, must be protected. Resources are to be regarded as valuable, if they make achievements possible on the market, which use at the customer and so that create value.

In the age of the service company, a correlation between the customer satisfaction and the financial result and the increasing exchangeability of products accompanying services and a high service degree become ever more important. The straight customer satisfaction can be regarded therefore as a differentiation and a competition advantage, thus as a core authority. In the Supply chain management these are above all the increase of the customer satisfaction by increase of the stock availability, the of the turn-around times, the improvement of the date loyalty and the optimization of the supply and Kundenservices.

The connection between Ressourenorientiertem beginning and the question about a vertical trust lies in the relatively simple advice stranger core authority to acquire and the ranges to page in those the own enterprise out no core authority possession.

For the partners in a Supply chain (supplier, manufacturer, large and retail trade as marketing agents and logistics enterprise as paragraph aids) means the common resources use and task accomplishment a synergy advantage in the context of the customer satisfaction.

Acceptance in the overview

Resources equipment

• Organizations see themselves suspended to scarce resources
• Organizations can receive necessary resources in the way of the exchange from other organizations
• Circumstances that organizations are dependent on resources of other enterprises, reduce its autonomy
• On the other hand organizations try to retain their autonomy by developing interorganization relations, which compensates the loss of autonomy
• Impulse forces of the evolution are avoidance, utilization and development of dependence
• Dependence rise with criticality of resources and fall with their substitution rate
• Resources are political instrument and lead to power plays and conflicts (difference to Kontingenztheorien, which cover power plays)

Dependence can be:

• vertically (transaktional)
• horizontal (kompetitiv)

If does not succeed retaining the autonomy organizations develop different strategies, in order to control the behavior of the organizations, from which them are dependent:

• Integration
• Co-operation
• Kooptation
• Conclusion of long-term contracts
• Joint venture
• Third party intervention

Networks (size) help enterprises involved to minimize external dependence under arbeitsteiligen points. Profits can be gained by control of additional resources, without taking over thereby owner shank and responsibility. Costs of the agreement are confronted to additional profits. The price for the membership in networks - the task of a part of the autonomy (around the dependence from the environment to to reduce, costs of the agreement are smaller in networks, than in the market). Develops a between autonomy and the dependence on the organization, which controls critical resources.

Borders/problems

• Regarded only dyadische relations
• has difficulties at the system group.
• Perspective of an individual enterprise
• subordinates rational management
• Efficiency considerations are neglected

Literature

• Pepper & Salancik (1978): The eXternal control OF organizations. New York

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