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Power Dynamics and Organisational Change: An Introduction
16 references·2 citing·41 second hop
Power Dynamics and Organisational Change: An Introduction (2003)Power Dynamics and Organisational Change:…ORGANIZATIONAL CHANGE AND DEVELOPMENT (1999)ORGANIZATIONAL CHANGE AND DEV…Sources of Power (1998)Sources of PowerLearning the Innovation Journey: Order out of Chaos? (1996)Learning the Innovation Journ…Improvising Organizational Transformation Over Time: A Situated Change Perspective (1996)Improvising Organizational Tr…Theory of transformational leadership redux (1995)Theory of transformational le…Innovation and Change In Organizations (1995)Innovation and Change In Orga…A power/interaction model of interpersonal influence: French and Raven thirty years later. (1992)A power/interaction model of …Organization Development and Transformation (1991)Organization Development and …Superiors' evaluations and subordinates' perceptions of transformational and transactional leadership. (1988)Superiors' evaluations and su…The Bases of Social Power (1986)The Bases of Social PowerSex, power, and influence tactics in intimate relationships. (1986)Sex, power, and influence tac…Understanding Attitudes and Predicting Social Behavior (1980)Understanding Attitudes and P…Emotional Conservatism: The Basis of Social Behavior? (1980)Emotional Conservatism: The B…Current Studies in Social Psychology. (1966)Current Studies in Social Psy…SOCIAL INFLUENCE AND POWER (1964)SOCIAL INFLUENCE AND POWERCompliance, identification, and internalization three processes of attitude change (1958)Compliance, identification, a…Productive entrepreneurship within the entrepreneurial ecosystem: Insights from social exchange theory (2023)Productive entrepreneurship w…REBUILDING THE SOCIAL DIALOGUE AND PROMOTING INCLUSIVE ORGANIZATIONS. A TOOL FOR SOCIAL INNOVATION IN TIMES OF CRISIS (2014)REBUILDING THE SOCIAL DIALOGU…The Theory of Social and Economic Organization. (1948)Field Theory in Social Science (1953)A study of normative and informational social influences upon individual judgment. (1955)A Relational Model of Authority in Groups (1992)Social Influence: Compliance and Conformity (2004)What's the difference? diversity constructs as separation, variety, or disparity in organizations (2007)The Social Psychology of Organizations. (1979)Leadership and Performance beyond Expectations (1987)From transactional to transformational leadership: Learning to share the vision (1990)rwg: An assessment of within-group interrater agreement. (1993)Knowledge Management Enablers, Processes, and Organizational Performance: An Integrative View and Empirical Examination (2003)Motivation and Personality (1997)Transformational leadership and shared values: the building blocks of trust (2004)Transformational leadership, self‐efficacy, group cohesiveness, commitment, and performance (2004)Transformational leadership and group interaction as climate antecedents: A social network analysis. (2008)The social psychology of organizing (1969)Exploration and Exploitation in Organizational Learning (1991)Organizational Learning: A Theory of Action Perspective (1997)Major Innovation as a Dynamic Capability: A Systems Approach* (2008)The Application of External Knowledge: Organizational Conditions for Exploration and Exploitation (2009)The 4I-framework of business model innovation: a structured view on process phases and challenges (2013)Organizational Learning: The Contributing Processes and the Literatures (1991)The myopia of learning (1993)Sensemaking in Organizations (1996)On Organizational Becoming: Rethinking Organizational Change (2002)Writing Integrative Literature Reviews: Guidelines and Examples (2005)TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING. (2011)From Intentions to Actions: A Theory of Planned Behavior (1985)User Acceptance of Computer Technology: A Comparison of Two Theoretical Models (1989)The theory of planned behavior (1991)Conflict and conflict management: Reflections and update (1992)The psychology of attitudes. A.H. Eagly & S. Chaiken. Fort Worth, TX: Harcourt, Brace, & Janovich, 1993, 794 pp. Reviewed by Christopher Leone, University of North Florida (1995)Consumers’ Responses to Negative Word‐of‐Mouth Communication: An Attribution Theory Perspective (2001)Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of Extrinsic Motivators, Social-Psychological Forces, and Organizational Climate1 (2005)Instagram and YouTube bloggers promote it, why should I buy? How credibility and parasocial interaction influence purchase intentions (2019)A design theory for systems that support emergent knowledge processes (2002)Action design research (2011)Action Design Research1 (2011)The Bases of Power: Origins and Recent Developments (1993)Interests, Relationships, Identities: Three Central Issues for Individuals and Groups in Negotiating Their Social Environment (2005)The Bases of Power and the Power/Interaction Model of Interpersonal Influence (2008)
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References

  • 1980Understanding Attitudes and Predicting Social Behavior25,805 cited
  • 1986The Bases of Social Power4,542 cited
  • 1958Compliance, identification, and internalization three processes of attitude change3,817 cited
  • 1999ORGANIZATIONAL CHANGE AND DEVELOPMENT2,825 cited
  • 1996Improvising Organizational Transformation Over Time: A Situated Change Perspective1,955 cited
  • 1980Emotional Conservatism: The Basis of Social Behavior?1,323 cited
  • 1988Superiors' evaluations and subordinates' perceptions of transformational and transactional leadership.1,213 cited
  • 1966Current Studies in Social Psychology.634 cited
  • 1995Theory of transformational leadership redux568 cited
  • 1996Learning the Innovation Journey: Order out of Chaos?499 cited
  • 1964SOCIAL INFLUENCE AND POWER396 cited
  • 1992A power/interaction model of interpersonal influence: French and Raven thirty years later.351 cited
  • 1991Organization Development and Transformation325 cited
  • 1998Sources of Power318 cited
  • 1995Innovation and Change In Organizations247 cited
  • 1986Sex, power, and influence tactics in intimate relationships.

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  • 2014REBUILDING THE SOCIAL DIALOGUE AND PROMOTING INCLUSIVE ORGANIZATIONS. A TOOL FOR SOCIAL INNOVATION IN TIMES OF CRISIS9 cited