Integrating relational dialectics theory and social cognitive theory

Combine RDT & SCT into a Theory

Combining RDT & SCT into a Theory

Resource Dependence Theory states that the external resources that surround an organization have a direct effect on that organization. Getting external resources is important for the tactical and strategic management of the company, because organizations have a dependence on their external resources (Boyd, 1990). Additionally, this theory states that the resources come from the environment of the organization and that environment also comes from other organizations (Boyd, 1990). In other words, the resources that belong to one organization are quite often needed by other organizations, in the sense that many of them are interconnected in some way. Resources are a large part of the basis of power for an organization, and organizations that are legally independent are able to depend on one another. The resource dependence an organization has is directly linked to the power held by that organization (Boyd, 1990). For example, if organization X needs organization Y's resources to survive, organization Y has power over organization X. Power can be mutual, but it is also related to the organizations specifically and to their situational interaction with one another (Boyd, 1990).

In contrast to Resource Dependence Theory, Structural Contingency Theory addresses the issue of the way an organization is structured and created (Morgan, 2007). The argument is that there is no "best way" to structure any organization, which means that the resources on which that organization is dependent are fluid. They may shift and change throughout the life of the organization, which will also adjust the balance of power held by that organization (Morgan, 2007). The internal needs of the organization and its people have to be addressed more carefully than the external. In short, there are always outside organizations where resources can be acquired. What is taking place inside the business, however, is something completely different and something on which the company should focus.

For effective building and sustaining of organizational change, the Resource Dependence Theory would be the most appropriate. Organizations need and want change in most cases, for continued growth. Still, they also have to be aware of the fact that they have to change and grow in tune with the other organizations in their area (Boyd, 1990). If they fail to do this, they will generally find themselves struggling because they no longer fit in with the other organizations in their surrounding area. That could cause them to lose the power they had over those organizations, and could also become an issue for them when it comes to getting what they need from the organizations with which they surround themselves. For sustaining ability, Structural Contingency Theory would work best. How an organization acts and reacts internally can have much to do with how that organization is then able to act externally (Morgan, 2007). When people in the organization are working at maximum efficiency and are "in sync" with one another, it is easy to see that the organization will be better able to face any trials that come its way based on external factors.