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THE NATURE OF UNOBTRUSIVE POWER
16 references·16 citing·35 second hopsampled
THE NATURE OF UNOBTRUSIVE POWER (1985)THE NATURE OF UNOBTRUSIVE POWERThe Structuring of Organizational Structures (1980)The Structuring of Organizati…On Studying Organizational Cultures (1979)On Studying Organizational Cu…Central Problems in Social Theory (1979)Central Problems in Social Th…The External Control of Organizations. (1978)The External Control of Organ…Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Institutionalized Organizatio…Organizational Legitimacy: Social Values and Organizational Behavior (1975)Organizational Legitimacy: So…Power: A Radical View (1974)Power: A Radical ViewCommitment and Community (1972)Commitment and CommunityA Strategic Contingencies' Theory of Intraorganizational Power (1971)A Strategic Contingencies' Th…The Phenomenology of the Social World. (1968)The Phenomenology of the Soci…The Social Construction of Reality (1967)The Social Construction of Re…The Symbolic Uses of Politics. (1965)The Symbolic Uses of Politics.Decisions and Nondecisions: An Analytical Framework (1963)Decisions and Nondecisions: A…Two Faces of Power (1962)Two Faces of PowerSources of Power of Lower Participants in Complex Organizations (1962)Sources of Power of Lower Par…Power-Dependence Relations (1962)Power-Dependence RelationsSystems of secrecy: Confidences and gossip in management accountants’ handling of dual role expectations and MCS limitations (2018)Systems of secrecy: Confidenc…Power in tourism stakeholder collaborations: Power types and power holders (2017)Power in tourism stakeholder …‘Accounting Talk’ Through Metaphorical Representations: Change Agents and Organisational Change in Home-Based Elderly Care (2015)‘Accounting Talk’ Through Met…Leader Behaviors as Mediators of the Leader Characteristics - Follower Satisfaction Relationship (2013)Leader Behaviors as Mediators…Everyday Sensegiving: A Closer Look at Successful Plant Managers (2010)Everyday Sensegiving: A Close…The open kimono: How Intel balances trust and power to maintain platform leadership (2009)The open kimono: How Intel ba…Critical Perspectives on Collaboration (2009)Critical Perspectives on Coll…Client, Employer and Employee: Mapping a Complex Triangulation (2009)Client, Employer and Employee…Change Management Choices and Trajectories in a Multidivisional Firm (2009)Change Management Choices and…A qualitative study of high‐reputation plant managers: Political skill and successful outcomes (2009)A qualitative study of high‐r…Toward a practice perspective on strategic organizational learning (2008)Toward a practice perspective…Making sense of middle leadership: community, power and practice (2007)Making sense of middle leader…What B Would Otherwise Do: A Critique of Conceptualizations of ‘Power’ in Organizational Theory (2006)What B Would Otherwise Do: A …Forms of conversation and problem structuring methods: a conceptual development (2006)Forms of conversation and pro…Power as Dynamic Tension and its Implications for Radical Organizational Change (1998)Power as Dynamic Tension and …Power over users (1987)Power over usersOrganizational Control: Two Functions (1975)Educational Organizations as Loosely Coupled Systems (1976)Managing Legitimacy: Strategic and Institutional Approaches (1995)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)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)Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Strategic Responses to Institutional Processes (1991)Organizing and the Process of Sensemaking (2005)Exchange and Power in Social Life (2017)Small Town in Mass Society (1959)The New Institutionalism: Organizational Factors in Political Life (1983)When Effect Becomes Cause: Policy Feedback and Political Change (1993)Testing Theories of American Politics: Elites, Interest Groups, and Average Citizens (2014)Size and Composition of Corporate Boards of Directors: The Organization and its Environment (1972)STRATEGIC RESPONSES TO INSTITUTIONAL PROCESSES (1991)Introduction (2002)Increasing Returns, Path Dependence, and the Study of Politics (2000)Comparing Media Systems (2004)Epistemic Injustice (2007)Social Capital, Intellectual Capital, and the Organizational Advantage (1998)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)Competition for competence and interpartner learning within international strategic alliances (1991)Core capabilities and core rigidities: A paradox in managing new product development (1992)Anarchy is what states make of it: the social construction of power politics (1992)What Is Agency? (1998)Toward a Theory of Social Practices (2002)POWER IN TOP MANAGEMENT TEAMS: DIMENSIONS, MEASUREMENT, AND VALIDATION. (1992)Power, approach, and inhibition. (2003)Social Exchange Theory (2006)Demonstrating Rigor Using Thematic Analysis: A Hybrid Approach of Inductive and Deductive Coding and Theme Development (2006)Qualitative Quality: Eight “Big-Tent” Criteria for Excellent Qualitative Research (2010)Seeking Qualitative Rigor in Inductive Research (2012)
this work references cited by second hop· second hop is a sample of the most-cited connections

References

  • 1977Institutionalized Organizations: Formal Structure as Myth and Ceremony28,271 cited
  • 1967The Social Construction of Reality13,820 cited
  • 1979Central Problems in Social Theory7,983 cited
  • 1974Power: A Radical View6,655 cited
  • 1962Power-Dependence Relations6,258 cited
  • 1978The External Control of Organizations.4,945 cited
  • 1975Organizational Legitimacy: Social Values and Organizational Behavior3,895 cited
  • 1968The Phenomenology of the Social World.3,570 cited
  • 1962Two Faces of Power3,555 cited
  • 1979On Studying Organizational Cultures2,514 cited
  • 1965The Symbolic Uses of Politics.1,846 cited
  • 1971A Strategic Contingencies' Theory of Intraorganizational Power1,360 cited
  • 1963Decisions and Nondecisions: An Analytical Framework1,264 cited
  • 1980The Structuring of Organizational Structures971 cited
  • 1972Commitment and Community905 cited
  • 1962Sources of Power of Lower Participants in Complex Organizations655 cited

Cited by

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  • 1987Power over users247 cited
  • 2017Power in tourism stakeholder collaborations: Power types and power holders204 cited
  • 2006Forms of conversation and problem structuring methods: a conceptual development105 cited
  • 2009A qualitative study of high‐reputation plant managers: Political skill and successful outcomes103 cited
  • 2007Making sense of middle leadership: community, power and practice81 cited
  • 2009The open kimono: How Intel balances trust and power to maintain platform leadership80 cited
  • 2009Change Management Choices and Trajectories in a Multidivisional Firm62 cited
  • 2009Critical Perspectives on Collaboration60 cited
  • 2010Everyday Sensegiving: A Closer Look at Successful Plant Managers48 cited
  • 2009Client, Employer and Employee: Mapping a Complex Triangulation46 cited
  • 2006What B Would Otherwise Do: A Critique of Conceptualizations of ‘Power’ in Organizational Theory44 cited
  • 2008Toward a practice perspective on strategic organizational learning38 cited
  • 2015‘Accounting Talk’ Through Metaphorical Representations: Change Agents and Organisational Change in Home-Based Elderly Care36 cited
  • 2013Leader Behaviors as Mediators of the Leader Characteristics - Follower Satisfaction Relationship36 cited
  • 2018Systems of secrecy: Confidences and gossip in management accountants’ handling of dual role expectations and MCS limitations29 cited
  • 1998Power as Dynamic Tension and its Implications for Radical Organizational Change28 cited