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This study aims to critically evaluate resource dependence theory’s (RDT) assumptions and explanations about dependence and the dependent firm’s strategic options. The authors argue that RDT’s perception of dependence is problematic because it evaluates dependence as a purely negative situation in which all firms, by definition, seek to develop strategies to change the power structure of such relationships. On the contrary, the authors argue that there are situations in which dependent firms are in agreement with dependence and, therefore, develop strategies that do not aim to change the balance of power in the relationship, but rather to strengthen their position within the relationship.

The research is designed as a theoretical discussion. The authors critically evaluate and discuss current understanding and assumptions about RDT’s dependence explanations. Drawing on insights from the strategic management literature, the authors offer a new perspective on the problematic areas in the dependence explanations of the RDT.

Drawing on insights from the strategic management literature, the authors argue that dependent firms enjoy certain advantages due to the dependence relationship to gain sustainable competitive advantages over their rivals and potential competitors. These advantages include factors such as increasing growth potential, developing capabilities and competencies, building relationships of trust with powerful firms and leveraging their reputations and references that contribute to the sustainable strategic advantages of dependent firms. The authors believe that this study has the potential to spur new research that further challenges the assumptions of the RDT and empirically tests its propositions.

The authors propose a research framework on dependence as a strategic option that has the possibility of expanding RDT’s current dependence explanation.