We explore Resource Dependence Theory (RDT), examining its application in various organisational contexts. One text offers a managerial overview of RDT, highlighting merging, alliances, and co-optation strategies with examples from the public and non-profit sectors. Another conducts a meta-analysis of RDT, investigating the effects of different inter-organisational arrangements on autonomy, legitimacy, and performance, also considering the impact of antitrust legislation. A third text refines RDT, distinguishing between power imbalance and mutual dependence in explaining constraint absorption, using mergers and acquisitions as a case study. Finally, other sources explore the financial sustainability and volunteer engagement of successful non-profit organisations and the impact of open innovation on organisational performance.

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