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Using Power to Install Strategy: The Relationships between Expert Power, Position Power, Influence Tactics and Implementation Success
16 references·16 citing·30 second hopsampled
Using Power to Install Strategy: The Relationships between Expert Power, Position Power, Influence Tactics and Implementation Success (2007)Using Power to Install Strategy: The Rela…External Control of Organizations: Resource Dependence Perspective (2011)External Control of Organizat…The concept of power (2007)The concept of powerSensemaking and sensegiving in strategic change initiation (1991)Sensemaking and sensegiving i…The Bases of Social Power (1986)The Bases of Social PowerSelf-Reports in Organizational Research: Problems and Prospects (1986)Self-Reports in Organizationa…Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organizat…Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organizat…Structural Inertia and Organizational Change (1984)Structural Inertia and Organi…Research in Organizational Behavior (1984)Research in Organizational Be…Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover. (1984)Employee-Organization Linkage…Power in organizations (1981)Power in organizationsThe measurement of organizational commitment (1979)The measurement of organizati…The External Control of Organizations: A Resource Dependence Perspective (1979)The External Control of Organ…The Structure of "Unstructured" Decision Processes (1976)The Structure of "Unstructure…Organizational commitment, job satisfaction, and turnover among psychiatric technicians. (1974)Organizational commitment, jo…A Garbage Can Model of Organizational Choice (1972)A Garbage Can Model of Organi…The impact of chief risk officer appointments on firm risk and operational efficiency (2022)The impact of chief risk offi…Power and responsibility: How different sources of CEO power affect firms' corporate social responsibility practices (2022)Power and responsibility: How…Linking LMX and schedule flexibility with employee innovative work behaviors: mediating role of employee empowerment and response to change (2022)Linking LMX and schedule flex…Who delivers the bigger bang for the buck: CMO or CIO? (2018)Who delivers the bigger bang …The impact of organisational politics and trust in the top management team on strategic decision implementation success: A middle-manager's perspective (2018)The impact of organisational …Innovation and R&D in the Upper Echelons: The Association between the CTO's Power Depth and Breadth and the TMT's Commitment to Innovation (2018)Innovation and R&D in the Upp…The influence of language differences on power dynamics in multinational teams (2016)The influence of language dif…Subordinate‐Superior Upward Communication: Power, Politics, and Political Skill (2016)Subordinate‐Superior Upward C…The Impact of Power Distance Orientation on Recipients’ Reactions to Participatory Versus Programmatic Change Communication (2015)The Impact of Power Distance …The Critical Role of Moderators in Leader Sensegiving: A Literature Review (2015)The Critical Role of Moderato…Strategic political emphasis, strategic capabilities and uncertainty (2015)Strategic political emphasis,…Expatriate leadership competencies and performance: a qualitative study (2015)Expatriate leadership compete…Soliciting and Using Input During Organizational Change Initiatives (2011)Soliciting and Using Input Du…Doomed to Fail: A Case Study of Change Implementation Collapse In the Norwegian Civil Aviation Industry (2011)Doomed to Fail: A Case Study …The influence of organizational culture and conflict on market orientation (2010)The influence of organization…Communicating Change: A Review and Critical Analysis of Programmatic and Participatory Implementation Approaches (2008)Communicating Change: A Revie…Coefficient Alpha and the Internal Structure of Tests (1951)The measurement and antecedents of affective, continuance and normative commitment to the organization (1990)A three-component conceptualization of organizational commitment (1991)The Commitment-Trust Theory of Relationship Marketing (1994)Richard M. Cyert & James G. March, A Behavioral Theory of The Firm, Prentice-Hall, Inc., Englewood Cliffs, New Jersey, 1963, 332 s. (1964)Organizational Information Requirements, Media Richness and Structural Design (1986)A Dynamic Theory of Organizational Knowledge Creation (1994)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)The social psychology of organizing (1969)The Social Psychology of Organizations. (1979)Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)Market Orientation: Antecedents and Consequences (1993)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)American Economic Review (2019)Leadership: The Cutting Edge. (1979)Organizational citizenship behavior: Its nature and antecedents. (1983)Research in Organizational Behavior. (1986)Accounting for common method variance in cross-sectional research designs. (2001)Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Sources of Method Bias in Social Science Research and Recommendations on How to Control It (2011)The myopia of learning (1993)Managing Legitimacy: Strategic and Institutional Approaches (1995)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)Social Identity Theory and the Organization (1989)Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors (1991)Alumni and their alma mater: A partial test of the reformulated model of organizational identification (1992)Defining the Family Business by Behavior (1999)A Multi‐Dimensional Framework of Organizational Innovation: A Systematic Review of the Literature (2009)Organizing and the Process of Sensemaking (2005)
this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 1986Self-Reports in Organizational Research: Problems and Prospects17,092 cited
  • 2011External Control of Organizations: Resource Dependence Perspective14,181 cited
  • 1984Research in Organizational Behavior10,806 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers10,217 cited
  • 1979The External Control of Organizations: A Resource Dependence Perspective9,172 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers9,088 cited
  • 1979The measurement of organizational commitment8,817 cited
  • 1972A Garbage Can Model of Organizational Choice7,956 cited
  • 1984Structural Inertia and Organizational Change7,243 cited
  • 1974Organizational commitment, job satisfaction, and turnover among psychiatric technicians.5,724 cited
  • 1984Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover.4,653 cited
  • 1986The Bases of Social Power4,542 cited
  • 1991Sensemaking and sensegiving in strategic change initiation3,887 cited
  • 2007The concept of power3,868 cited
  • 1976The Structure of "Unstructured" Decision Processes3,759 cited

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1981
Power in organizations
3,558 cited

Cited by

  • 2016The influence of language differences on power dynamics in multinational teams140 cited
  • 2008Communicating Change: A Review and Critical Analysis of Programmatic and Participatory Implementation Approaches89 cited
  • 2018Innovation and R&D in the Upper Echelons: The Association between the CTO's Power Depth and Breadth and the TMT's Commitment to Innovation73 cited
  • 2011Soliciting and Using Input During Organizational Change Initiatives51 cited
  • 2010The influence of organizational culture and conflict on market orientation51 cited
  • 2018The impact of organisational politics and trust in the top management team on strategic decision implementation success: A middle-manager's perspective49 cited
  • 2022The impact of chief risk officer appointments on firm risk and operational efficiency47 cited
  • 2015The Impact of Power Distance Orientation on Recipients’ Reactions to Participatory Versus Programmatic Change Communication41 cited
  • 2018Who delivers the bigger bang for the buck: CMO or CIO?30 cited
  • 2015The Critical Role of Moderators in Leader Sensegiving: A Literature Review29 cited
  • 2015Expatriate leadership competencies and performance: a qualitative study27 cited
  • 2022Power and responsibility: How different sources of CEO power affect firms' corporate social responsibility practices27 cited
  • 2016Subordinate‐Superior Upward Communication: Power, Politics, and Political Skill25 cited
  • 2015Strategic political emphasis, strategic capabilities and uncertainty25 cited
  • 2022Linking LMX and schedule flexibility with employee innovative work behaviors: mediating role of employee empowerment and response to change24 cited
  • 2011Doomed to Fail: A Case Study of Change Implementation Collapse In the Norwegian Civil Aviation Industry23 cited