Resource dependence theory [59] represents another useful
lens to understand organizational behavior in terms of actions and
decision making by focusing on the influence of the external
environmental context [50]. The theory is particularly relevant for
explaining inter-organizational relationships and how organizations
manage their inter-dependency to access critical and
important resources. RDT provides a good theoretical lens to
explore the influence of power on organizational actions internally
and externally, but few organizational studies have utilized RDT
[60]. According to RDT, organizations’ capability to acquire critical
resources from other organizations within their environment is
important for their survival; therefore, they need to reduce
uncertainties in accessing these required resources through the
use of power [59]. Organizations thus establish strategies to
maximize their autonomy and reduce uncertainties. The notion of
‘constraint absorption’ is conceptualized to capture organizational
responses and attempts to restructure dependent relationships to
enhance the stability of the flow of critical resources [60]. Two key
theoretical dimensions in RDT include power imbalance and
mutual dependence, both of which are useful in understanding the
conditions under which organizations are motivated and capable
of restructuring dependencies by absorbing constraints, such as
through mergers and acquisitions or partnerships [60]. RDT is a
suitable theory to employ to understand how organizations
manage their relationships with other organizations within the
industry. Within the TOE framework and the current study context,
RDT complements the other selected theories in understanding the
underlying mechanism of the influence of other organizations
within the external environmental context of the focal adopting
organization.