This paper will develop and present a plausibility probe of a resource dependence model of peace operations coordination. Resource dependence theory claims that managers and organizational leaders employ coordination mechanisms primarily to reduce uncertainty arising from interorganizational interdependence. A resource dependence perspective on complex peace operations predicts that managers and heads of organizations in the peace operations field will attempt to reduce dependence on other organizations by, inter alia, cultivating alternative sources of needed resources, “contracting” for greater predictability and stability, diversifying activities and expanding organizational domains, and developing their organizations’ own internal capacities. The paper will examine the extent to which such dynamics are evident in recent integrated and hybrid UN peace operations.
