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. Intra-organizational relationships fit into both theories, however, because they are traditionally carried...

Also, the way an organization must act and react in the marketplace can affect how the people in that organization are forced to do their jobs and interact with their supervisors and those they also supervise. Because of the strong way in which inter-organizational relationships are valued in society and in business, it stands to reason that intra-organizational relationships are also highly significant and are required to be utilized and valued by companies all throughout the world. If the employees in an organization cannot get along, it stands to reason that they could cause strife for the company's outside interactions, as well.
References

Boyd, B. (1990). Corporate linkages and organizational environment: A test of the resource dependence model. Strategic Management Journal 11(6): 419-430.

Morgan, G. (2007) Images…