A field research in to resource dependence and resource based theories in the context of organizational environment-strategies

While organizations provide inputs necessary for their life from the environment they exist, they also offer their products to the environment for appreciation and their surviving by gaining new inputs depends on this appreciation. It is predicable that this two-way (input-output) dependence relationship form the basis of thesis resource dependence theory based on. Through contingency approach, power-based speeches is generalized from intraorganizational relations to interorganizational relations with the hypothetical assumption about the necessity of compatibility between organization, organization environment and subsystems in the environment. With cooptation organizations which have the capacity of developing distinctive competences get the resources from the outside actors of the organization to support this central task. The heterogeneous allocation of resources in the organizations however lay in the center of resource-based theory.Resource dependence theory which emphasize power groups and resource-based theory which have a perspective of surviving in the market through estalishing relations with organizational resources and competences are not alternatives of each other, on the contrary they have complementary functions of one another. In the organization discipline theoretical integration efforts increasingly assign different meanings to organization- environment- strategy variables since 90?s.The aim of this study is to set the relational analysis to determine whether the decisions of strategic level managers in organizaitons are affected by endogeneous factors or exogeneous factors. In order to test the hypothesis originated for this purpose, various statistical methods have ben used. According to the analysis made, it is revealed that statistically there are strong and signficant relations between external - internal environmental factors and strategic tendencies. In addition to this, it is stated that the pressure of normative isomorphism has been perceived by the managers in private hospitals at a higher rate and it has affected the organizational structurings.Consequently, external environment is a more effective in determining organizational strategies than internal environment. The primary aim of private hospitals while operating is to develop positive relations with exogeneous environmental factors through active strategies and to procure their continuity.Key Words:1-Resource2-Competence3-Environment4-Resource Dependence5-Strategy