Ensuring efficient management of resources, an organization needs to define its level of interdependence. The two main kinds of resource interdependence include; Symbiotic and competitive interdependence with their key stakeholders. An organization driven by success must put on measures to adequately manage their resource. Management of resources involves the organization interacting with its consumers, suppliers, and its market rivals to deliver an elaborate means for curbing any unhealthy situation. For instance, symbiotic interdependence advocates for the strong association between organizations, its customers, and suppliers, while competitive interdependence defines the association between an organization and its rivals interaction (Jones, 2010, pg.37). Regarding the need to coexist efficiently, an organization must design modalities that realize its goals as well as ensuring healthy practices within its environment. Such methods employed to promote both competitive and symbiotic interdependence include; proper reputation development, merging with other cooperate bodies, collusion and Alcatel, and other strategies. The following discussion focuses on strategies employed to manage resource interdependence in an organization. The measures discuss both symbiotic and competitive interdependence One of the strategies used to promote competitive interdependence involves merging with other firms. Mergers take place in a scenario where the competition level becomes unhealthy. Therefore firms that engage in producing products come together and collectively conduct offers to their services. Various aspects of mergers include using the same trade name, collectively producing their merchandise as well as doing similar product branding. (Mackenzie, 1986, pg. 123). Mergers result due to many advantages. Strategically firms come together intending to control market shares in terms of sales and supplies. Larger firms have a broader market perspective since they are capable of making greater supplies and, thus, many sales. Mergers are desirable, especially when one firm operates under the margin of collapse. By coming together, they would collectively revive their resource base. Firms tend to enjoy more economic privileges resulting from mergers compared to firms that are not merged. Such privilege includes more financial bargains. For instance, larger organizations have the potential to acquire higher loans since they enjoy a lot of financial security. Consequently, it’s reasonable for an organization to merge to promote competitive interdependence. Competitive interdependence also culminates into good service provision since all firms under the merger amalgamate their ability, resources, and skills (Bollingtoft, 2009, pg. 234).However, mergers result in many challenges. One of the greatest challenges is the complete absorption of smaller firms by larger ones. Small firms lose their reputation, identity, and personal market bargain. Absolute absorption of these organizations is undesirable, as it leads to an eventual collapse of such firms. Therefore, before any organization gets into a merger, it should consider the advantages and other consequences of the i