Organizations increasingly operate in environments characterized by resource scarcity, uncertainty, and complex interdependence with multiple stakeholders. Under such conditions, organizational performance and resilience depend not only on internal capabilities but also on how effectively governance mechanisms manage resource dependencies. This study aims to synthesize recent literature that applies Resource Dependence Theory (RDT) to explain governance dynamics and organizational responses across diverse contexts. Using a qualitative literature review approach, this study analyzes five peer reviewed journal articles published within the last five years. The selected studies span heterogeneous organizational settings, including open innovation ecosystems, sustainable supply chains in healthcare, the global space industry, international nonprofit organizations during crisis, and internal leadership dynamics from a follower perspective. A thematic synthesis was employed to identify recurring patterns, conceptual extensions, and contextual variations related to resource dependence and governance. The findings reveal three core themes. First, RDT extends beyond interorganizational relationships to encompass internal dependencies on intangible resources such as knowledge and expertise. Second, organizations strategically combine contractual and relational governance mechanisms to manage interdependence and enhance cooperative performance. Third, environmental shocks intensify resource pressures and trigger adaptive, multi-level governance responses that support organizational resilience and legitimacy. Overall, the study confirms that governance functions as a dynamic mechanism mediating the relationship between resource dependence and organizational outcomes. By integrating evidence across varied contexts, this review advances a more contextual and contemporary understanding of governance within Resource Dependence Theory.