Power in organizations.

By R. Hess. Journal of Nursing Scholarship, 2003

1,392 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/901325c3d9993af2a2958553ebe1b1e134969c18

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Citations in the corpus

Believing one's own press: the causes and consequences of CEO celebrity (2004, background): “The paper reflects a growing interest in strategy research on the public portrayal of organizations and the influences these portrayals have on organizational constituents (Meyer and Rowan, 1977; Pfeffer, 1981a; Elsbach, 1994; Pollock and Rindova, 2003).”
The dysfunctions of power in teams: A review and emergent conflict perspective (2017, background): “Team members often struggle over power via political behaviors, such as coercion, lobbying, coalition formation, interruption, attempts to control, or impression management strategies (e.g., Keltner et al., 2008; Pettigrew, 1973; Pfeffer, 1981).”
Stakeholders' Attributes, Behaviors, and Decision-Making Strategies in Construction Projects: Importance and Correlations in Practice (2014, background): “Pfeffer (1981), therefore, noted that “power is context or relationship specific in that a person is not ‘powerful’ or ‘powerless’ in general but only with respect to other social actors in a specific social relationship.””
Are You Willing and Able? Roles of Motivation, Power, and Politics in Career Growth (2010, background): “Keywords: political behavior; political skill; need for achievement; need for power; career growth potential It has long been recognized by scholars and practitioners that organizations are political in nature (Ferris & Hochwarter, in press; Ferris & Judge, 1991; Mintzberg, 1983; Pfeffer, 1981).”
Knowledge Sharing in Organizations: A Conceptual Framework (2003, background): “In a competitive environment, withholding knowledge from those considered competitors is often regarded as being useful to attaining one’s goals (Pfeffer, 1980).”
Cultural Intelligence in Global Teams (2006, background): “This can lead to political behavior and conflict (Pfeffer, 1981) that is directed toward furthering self- or subgroup interests at the expense of others’ well-being (Darr & Johns, 2004; Kacmar & Baron, 1999).”
The ASPIRe model: Actualizing Social and Personal Identity Resources to enhance organizational outcomes. (2003, background): “…and leadership practices that empower workers and allow them a level of autonomy and self-determination in the workplace (e.g., Kanter, 1979; Pfeffer, 1981, 1992), thereby demonstrating a commitment to principles of procedural justice that help instil a sense of pride and respect (Smith,…”
The Psychology of Middle Power: Vertical Code-Switching, Role Conflict, and Behavioral Inhibition (2017, background): “, 2012; Smith &Magee, 2015) and on past work that emphasizes the context-specific nature of power (Pfeffer, 1981), such as Clegg’s (1989: 208) description of an episodic power circuit involving intermittent “power over another.”
Political Skill in Organizations (2007, background): “In his articulation of the political perspective on organizations, Pfeffer (1981) was one of the first to use the term political skill in the scholarly literature.”
An Evaluation of Generic Teamwork Skills Training with Action Teams: Effects on Cognitive and Skill-Based Outcomes (2005, background): “Because researchers have shown that team members can derive status from a number of different sources, including workflow criticality, this affords the most critical team member with a certain degree of power within the team (e.g., Mechanic, 1962; Pfeffer, 1981), which can be defined as “any force t”
EFFICACY DISPERSION IN TEAMS: MOVING BEYOND AGREEMENT AND AGGREGATION (2010, background): “Therefore, we propose the following: People in organizations use social power to directly and indirectly influence the beliefs and actions of other people (Mintzberg, 1983; Pfeffer, 1981).”
The effects of mentoring on academic careers over time: Testing performance and political perspectives (2005, background): “Politics is not merely self-serving for political players, but can serve to facilitate operations in social systems that ultimately benefits organizational productivity as well (Pfeffer, 1981).”
Executive Job Demands: New Insights for Explaining Strategic Decisions and Leader Behaviors (2005, background): “Although constituencies are willing to concede that executives need personal time, as well as time for recreation and replenishment, they also expect executives to work diligently on the organization’s behalf and to set a model of diligence for others in the organization (Pfeffer, 1981).”
Understanding team innovation: The role of team processes and structures. (2001, background): “Pfeffer (1981) showed that individuals with diverse functional roles were less power oriented and less inclined to perceive their attainment of personal success as being in competition with the success of other team members.”
Managing Imbalanced Supply Chain Relationships for Sustainability: A Power Perspective (2014, background): “It allows for situational and context-specific factors to be considered and for capturing the connectedness and embeddedness of the relationships (Pfeffer, 1981; Mintzberg, 1983; Voss, Tsikriktsis, & Frohlich, 2002).”
Framing Contests: Strategy Making Under Uncertainty (2008, background): “Thus, framing contests are not just about senior managers engaging in the symbolic tasks of “sensemaking” and “sensegiving” to lower levels of the organization (Gioia and Chittipeddi 1991; Pfeffer 1981) nor about issue selling up the chain of command (Dutton and Ashford 1993).”
Speaking Up at Work: The Role of Perceived Organizational Support in Explaining the Relationship Between Perceptions of Organizational Politics and Voice Behavior (2020, background): “, 1989; Kacmar & Ferris, 1991), are widely considered to be unavoidable (Pfeffer, 1981), and are perceived as being inherently unfair because they imply favoritism, a lack of meritocracy, and the perception of in-groups (e.”