Power, Politics and Organizational Change: Winning the Turf Game
By David Coghlan. 2000
118 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/3ce90c9ac70501193a507fec923bcab18297109a
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In Organizational Behavior and Human Resource Management
In Strategy and Management
Citations in the corpus
- Do 70 Per Cent of All Organizational Change Initiatives Really Fail? (2011, background): “There is merit in evaluating change in terms of espoused rationales, although the downside is that the exercise of power and politics within organizational change is downplayed (Hardy, 1996; Buchanan and Badham, 2008).”
- Leadership and Change: The Case for Greater Ethical Clarity (2011, unknown): “It portrays organisations as political systems, and change as a political process which requires leaders to use power, manipulation and obfuscation to achieve their ends (Buchanan and Badham 1999; Wilson 1992).”
- A sense of powerlessness fosters system justification: Implications for the legitimation of authority, hierarchy, and government (2015, unknown): “These findings have important ramifications for political life, to the extent that “power, politics, and change are inextricably linked” (Buchanan & Badham, 1999, p. 6).”