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The bases of social power
... De Jong and Van Eekelen (1999) argue that management consultants perceive themselves as leaders; therefore, examining their power relations with their clients is crucial. European Journal of Training and Development French and Raven (1959), who developed the power dynamics theory, assert that a leader's power can be based on authority or influence. Authority consists of three formal power bases of leaders officially appointed to their positions: legitimate, reward and coercive. ...
... The formal source of power must therefore be supplemented by some other sources. French and Raven (1959) identified five key power bases through which power can be exerted: legitimate, reward, coercive, expert and referent. They divided the five power bases into two categories: formal and informal. ...
... Barkacs (2021b) identified four more informal power bases: Network powerbreadth and depth of connections, Centrality powerlocation and operational power, Framing powerusing language to frame and influence action and Agenda powerability to influence what is/is not acted upon. Nevertheless, the current study leans on the classic theoretical framework of French and Raven's (1959) power bases. According to Kovach (2020), demonstrating power (authority or influence) can potentially modify a client's behavior either positively or negatively. ...
Purpose
Management consulting aims to enhance organizational effectiveness through manager development and empowerment. There is evidence that management consultants perceive themselves as leaders, but little research has been conducted on their power bases. The purpose of this study is to examine management consultants’ power bases to gain insight into their leadership and their perceptions regarding managers’ development.
Design/methodology/approach
Using qualitative methods, 40 consultants were interviewed, and a semi-structured interview outline was applied to identify their power bases and determine how their power base influences their leadership and managers’ development. Thematic content analysis was applied to analyze the data.
Findings
The findings indicate that management consultants have either a prominent referent or expert power base and that these two informal power bases affect consultant leadership differently: referent power leads to solving the managers’ problems, while expert power enhances managers’ self-efficacy and ability to solve their problems by themselves.
Originality/value
The study sheds light on an under-explored subject and contributes to both theory and practice; it extends and refines the connection between power dynamics and managers’ development as well as leadership theory and offers practical implications for the relationship between management consultants and managers.
... Power is a fundamental concept in social science, influencing social relationships and daily interactions [10]. This paper adopts the definition of power as the capacity to influence others [11], based on French and Raven's influential model, which identifies five bases of power: reward, coercive, referent, legitimate, and expert power [12]. ...
... Ju [4] highlighted concerns about power dynamics in HRI, noting sensitivity similar to human interactions. Hou et al. [5] suggested using Fiske and Berdahl's power model [10] and French and Raven's power bases [12] to explore these dynamics within HRI. ...
... Existing literature on robot power focuses primarily on the efficacy of robot power in eliciting human compliance behaviors, such as how persuasive and influential a robot can be. Hashemian et al. [6], [7], [32]- [34] examined robots' social power through French and Raven's power structure [12], finding that power enhances robot persuasiveness but without significant differences among the power bases. In 2019, [33] focused on reward and expert power, showing that robots using these powers are perceived as more persuasive, with introverts favoring expert power and extroverts preferring reward power. ...
The increasing deployment of robots in authority roles, such as security, necessitates understanding public acceptance of robot-exercised power. This study investigated the relationship between perceived power bases (expert, legitimate, referent, reward, coercive) and public acceptance of security robots. One hundred participants viewed videos depicting robot-citizen interactions. Results revealed positive correlations between perceived expert and legitimate power and acceptance and a negative correlation between perceived coercive power and acceptance; reward power showed no significant relationship. These findings contribute to the human-robot interaction (HRI) literature by demonstrating the influence of perceived power on public acceptance and offering design guidelines for enhancing the acceptance of security robots by emphasizing expertise and legitimate authority while minimizing coercive tactics.
... Coercive power is defined as "one party's explicit attempts to exert control over partners through negative actions, such as punishments and threats to withhold support or promises" (Liu et al., 2010;Yeung et al., 2009). Coercive power refers to the ability to punish the target party in case they fail to comply with desired action (French and Raven, 1959). Coercive power includes "promising rewards in case of compliance and threatening punishments in case of noncompliance" (Gelderman et al., 2020, p. 3347). ...
... Reward power is the ability to reward the target party in case of the desired behavior (French and Raven, 1959). Incentives and rewards such as bonuses and long-term contracts demonstrate the willingness of the buyer to share the benefits of a partnership. ...
... Certain valuable knowledge from one party to the other can indicate expert power. If one firm has a strong desire to identify itself with the other firm, this can be seen as referent power (French and Raven, 1959). The use of these sources of power is found to have a positive impact on the buyer-supplier relationship in general (cf. ...
... It is the relationship among people where the possessor occupies a superior position, compelling the inferior party to do something the latter would not otherwise want to do [8]. French and Raven (1959) defined power as social influence with the ultimate goal of causing psychological change along five dimensions: Coercive, reward, reference, legitimate, and expert powers. Therefore, power implies a social relationship in which the party owning the power uses it to cause changes in the way others think, behave, or act. ...
... The implementation of power differs across various disciplines and settings. French and Raven's (1959) typology of power relationships suggests that teachers and students in educational settings influence each other by communicating from six power bases [14]. Hurt and colleagues (1978) emphasized the teachers' ability to shape their students' well-being in the classroom. ...
... The implementation of power differs across various disciplines and settings. French and Raven's (1959) typology of power relationships suggests that teachers and students in educational settings influence each other by communicating from six power bases [14]. Hurt and colleagues (1978) emphasized the teachers' ability to shape their students' well-being in the classroom. ...
Teachers and students worldwide have embarked on vigorous knowledge-discovering adventures post-COVID-19, transitioning from conventional teaching approaches to reimagined virtual pedagogical trends. Educators drastically shifted from traditional teaching environments to a new virtual teaching realm to minimize learning disruptions, leading to a new way of approaching educational research. Teachers' power has become more transformative in this context, and learners' perceptions have shifted toward collaborative and participatory approaches. The use of power by teachers influences students' learning experiences and the achievement of learning goals. The type of communication employed in educational settings drives power dynamics, shapes students' behavior, and fosters the necessary motivation.
This integrative literature review addresses the impact of teacher power and students' evolved perceptions of online learning. It answers the questions: To what extent does understanding the teacher's power and students' perception impact online learning performance? And what type of teacher's power fosters students' engagement in an online environment? Data reveal that prosocial power, such as reference, rewards, and experts, positively impact learning outcomes. However, coercive powers are found powerless. The article highlights the importance of consistent communication and enforcing rules and expectations in online teaching. It presents the power dynamics model in an online environment with related pedagogical strategies. Additionally, it reports an effective data collection instrument enabling educators and administrators to identify the type of power that significantly shapes their interactions. To this end, teachers are encouraged to reflect critically on their power practices to create a more conducive online learning environment for students. Based on these findings, implications, limitations, and recommendations were presented.
... Previous studies showed that social influence has a significant role in lowering the stigma associated with being a sexual minority (DellaPosta, 2018;Garner, 2013). In our culture, celebrities and politicians are major sources of social influence as they represent two of the main sources of power, as described by French and Raven (1959). Thus, the first objective of our study was to verify the impact of the source's type of power and credibility on accepting child adoption, a rather controversial behavior by the LGBTQ+ community. ...
... Also, normal individuals identify with their preferred celebrity because they represent a model and most of them want to be close to their life model (Brown & De Matviuk, 2010;Kelman, 1959). On the contrary, politicians represent legitimate power, making legislative and political decisions because they have the expertise and the necessary abilities to do so (French & Raven, 1959). Because they are elected by democratic vote, citizens believe that they have the right to be put in a position that is by itself legitimate (Spears et al., 2010). ...
... The participants also have more favorable attitudes when they are exposed to a non-credible referent power condition compared to when they are exposed to a non-credible legitimate power. These results can be explained by the fact that credibility and expertise are the sources of influence for legitimate power (French & Raven, 1959). If the participants did not perceive them as credible, the legitimate celebrity loses what gives them the power to influence. ...
In Western countries, people's attitudes toward sexual minorities have changed in the last decades, but this trend is not that visible in countries that maintain their conservatory values. In past studies, celebrities were shown to influence people's opinions and attitudes on various topics. Using French and Raven's theory of social power, we aimed to test whether a message coming from famous people with various characteristics can influence the participants' agreement with a controversial topic, namely child adoptions in the LGBTQ+ community. Across two studies, we manipulated different characteristics of celebrities such as credibility, power type, gender, and age similarity to see how a message they emitted can influence public attitudes regarding adoptions. Our results show that credible reference power, gender, and age identification are some factors that can positively impact the participant's attitudes about gay and lesbian adoptions.
... Researchers in political science (e.g., Champlin, 1971;McClelland, 1971;March, 1966) and social psychology (Cartwright, 1959;Dahl, 1957;French and Raven, 1959) were pioneers in the study of power, laying the foundation for its examination in business relationships. Within the context of B2B relationships, research has demonstrated how power influences actor-toactor interactions, the development of mutual relationships, and relationship outcomes (Blois, 2010;Cowan et al., 2015;Cox, 2001;Siemieniako et al., 2025). ...
... From a power perspective, enhancing a buyer's expert structural power (French and Raven, 1959) facilitates the application of power within both internal processes (e.g., supplier selection or auditing) and the management of external business relationships. At the same time, potential undesirable power consequences may arise if the role is implemented merely as a regulatory formality where there is minimal behavioral follow-through despite high structural power . ...
Purpose
This paper aims to develop a conceptual framework linking exemplar anti-modern slavery practices and their anticipated desirable and undesirable power consequences for social value creation within business relationships and broader networks.
Design/methodology/approach
This paper adopts a conceptual approach to develop a comprehensive framework that integrates the theoretical concepts of social value, relationship competence development and power asymmetry. This framework serves as a foundation for examining anti-modern slavery practices within business relationships and identifying directions for future research.
Findings
This study outlines a five-phase process for developing resources and competencies within business relationships and networks by examining ten exemplar anti-modern slavery practices. The analysis places particular emphasis on the dynamics between power asymmetry and these practices, along with their implications for social value creation.
Originality/value
The originality of this paper lies in establishing how exemplar anti-modern slavery practices, aligned with human rights due diligence principles, intersect with expected power dynamics and social value creation within business relationships and networks. The authors argue that dyadic and multi-actor business relationships represent the primary level of analysis for addressing modern slavery and promoting social value generation within business networks and broader society.
... Power, defined as the ability to influence or resist the influence of others (French and Raven 1959), plays a significant role in conspicuous consumption. Consumers with lower power levels may prefer high-status goods to compensate for their perceived lack of influence Galinsky 2008, 2009). ...
... Traditionally, power has been defined as the capacity to influence others or to resist influence (French and Raven 1959). Research has extensively documented the psychological outcomes of power states, including the illusion of personal control (Fast et al. 2009), enhanced feelings of power (Lammers et al. 2010), and increased perception of competitiveness (Tost et al. 2012). ...
This study explores the relationship between female conspicuous consumption behaviors and mating goals (i.e., mate attraction or mate guarding) from an evolutionary psychology perspective as well as male response and attitude toward these behaviors. Study 1 demonstrates that females with high power are more likely to engage in conspicuous consumption under mate‐guarding conditions, whereas those with low power are more inclined to do so under mate‐attraction conditions. Study 2 reveals that males associate females who prefer luxury brands with higher financial expectations from their partners and that conspicuous consumption may deter males' affiliative behaviors. Additionally, males tend to perceive females as more authentic when their conspicuous consumption aligns with their level of power, enhancing their perceptions of physical attractiveness and eliciting more positive reactions. Conversely, if there is a discrepancy between female power and consumption behavior, males respond negatively. These insights not only contribute to the fields of evolutionary and consumer psychology by illustrating how consumer behaviors can be interpreted through the lens of human mating strategies but also inform marketing strategies. The current research suggests that understanding the underlying motivations for consumer preferences for luxury goods can lead to more effective marketing approaches and open new avenues for research on the evolutionary psychology of human mating.
... Kontrol terhadap penghukuman dan kapasitas untuk mencegah seseorang dari perolehan penghargaan/imbalan yang diinginkan disebut juga coercive power (French & Raven, 1959). Sistem autoritas formal dalam organisasi dan tradisinya berhubungan dengan penggunaan hukuman sebagaimana penggunaan penghargaan. ...
... Mengacu pada French dan Raven (1959), secara umum ada 5 taktik pengaruh yang digunakan, yaitu: 1. Persuasi rasional, yaitu menggunakan argumen logis dan bukti faktual oleh agen untuk mempersuasi target 2. Taktik pertukaran (exchange tactics), artinya bahwa permintaan atau usulan yang diiringi dengan janji eksplisit atau implisit oleh agen untuk memberikan reward pada target. 3. Legitimate request, yaitu permintaan yang didasarkan pada autoritas agen yang sesuai dengan aturan, kebijakan, dan praktik organisasional. ...
Concept of leadership evolved from the traditional view of leadership (i.e. Great Man Theory) to more radical concept of leadership (i.e. transformational leadership). Research developments have accelerated the emergence of new theories about leadership. Unfortunately, academic studies that discuss about the association between leadership and power in order to achieve organizational goals are very little. This article proposes an integration model of leadership, power, influence tactics to achieve organizational outcomes.
... Additionally, each party has varying levels and types of power, or ability to influence the decisions and behaviors of others (Raven, 1993). Theory on power has evolved for decades and has been conceptualized at very high levels like social sciences (French et al., 1959) and politics (Barnett & Duvall, 2005) down to management and leadership (Grimes, 1978) and even power provided by information technology (Jasperson et al., 2002). Most relevant to our discussion is the separation of power as formal authority versus power as informal influence. ...
... Formal power (a.k.a. legitimate or positional power) is the delegated authority derived from one's position (French et al., 1959;Grimes, 1978). In our context, formal power is held by teachers. ...
... It is probably the better known of the two terms and the model that comes closer to an intuitive understanding of 'power'. Many conceptions of social power and social power dynamics draw upon the Model of Interpersonal Influence developed by Bertram Raven andJohn French in 1959 (French andRaven 1959). Raven and French see social influence as a "change in the belief, attitude, or behavior of a person" (Raven 2008, p. 1) and social power "as the potential for such influence" (Raven 2008, p. 1). ...
... It is probably the better known of the two terms and the model that comes closer to an intuitive understanding of 'power'. Many conceptions of social power and social power dynamics draw upon the Model of Interpersonal Influence developed by Bertram Raven andJohn French in 1959 (French andRaven 1959). Raven and French see social influence as a "change in the belief, attitude, or behavior of a person" (Raven 2008, p. 1) and social power "as the potential for such influence" (Raven 2008, p. 1). ...
The paper takes a close look at the ‘hemorrhaging woman’ in Mark 5:25–34. The pericope is analyzed from the perspective of power dynamics. Utilizing tools of narratological analysis, both the woman and Jesus come into focus. By also taking concepts of social psychology into consideration, the question of power dynamics in the pericope is seen from a new perspective. Thus, the article differentiates what kind of power the woman and Jesus hold in Mark 5:25–34. The article argues that while Jesus is known by readers to hold both social and personal power, he does not actively exercise it in the pericope under consideration. The Woman who Took the Initiative on the other hand holds no social but a great deal of personal power which she not only holds but also applies to make sure she will receive the healing she has come for.
... Social structures (e.g., family or work responsibilities, expectations) may also influence members' abilities to attend decisionmaking fora (James et al., 2021). Moreover, some members may have less motivation or belief in their own ability to contribute due to personal, social, or other circumstances (French & Raven, 1959). Purdy (2012) described three bases of power to assess how feelings of empowerment might emerge (or not) among diverse members of a CAMC (Purdy, 2012). ...
... Authority comes from the belief that a person has the right, commonly based on their title or position, to make decisions on others' behalf. Authority can also be informal, based on social acceptance of one's legitimacy, social norms, respect, or other perceptions of worthiness (French & Raven, 1959;Raven, 1965). Resource-based power is based in one's ability to access tangible (e.g., wealth, materials) or intangible resources (e.g., information, relationships) to affect change. ...
Local participation has been greatly promoted to accomplish conservation and development goals globally, but the participation paradox, in which those empowered to participate fail to do so, has rarely been thoroughly scrutinized. Here we test the participation paradox with empirical data of 234 local decision‐makers' participation in a decision‐making forum, Conservation Area Management Committees, in the Annapurna Conservation Area, Nepal. Using an explanatory sequential mixed methods design, both quantitative and qualitative data were collected in 2013 and 2016, analyzed, interpreted, and integrated. Women, minorities, younger members, and non‐elected members participated significantly less in decision‐making than men, older members, and elected members and those with leadership roles and longer tenures on the committees. Qualitative analyses revealed five major themes for motivation to participate: influence in the community; personal incentives; conservation; improving access to natural resources; and feelings of accomplishment. Key constraints to participation included hardships and competing tasks; lack of incentives; perceptions of limited agency; disinterest; and emotional burdens. Participation motivations and constraints varied by gender, social group, and membership types. We discuss the theoretical and practical implications of these results for participatory approaches to conservation and sustainable development in general and the governance of protected areas in particular.
... Traditionally, much leadership theory has focused on leadership as a function of the formal position of the leader ( Van Wart 2003 ); that is, hierarchical power ( French and Raven 1959 ). Max Weber (1968) explored the nature of hierarchy, and Frederick Winslow Taylor (1911) analyzed the role of the formal manager in ensuring the optimal organization of the work. ...
Small states and middle powers suffer from a “power deficit” that leaves them with limited means and opportunities to exercise coercive power in international relations. Nevertheless, a growing number of studies has documented the success of these states in influencing international affairs. This study examines how different leadership styles matter for small-state and middle-power agenda-setting in international affairs. Drawing on recent advances in management theory and foreign policy analysis, we construct a typology of foreign policy leadership styles. Rather than viewing leadership as the personal style or characteristic of an individual leader, we understand leadership as positional, relational, and processual styles. We apply our typology to Canadian, Swedish, and Danish diplomatic activities to promote and influence the Responsibility to Protect agenda in the UN. We find all three leadership styles, but a dominance of processual leadership, especially enabling leadership, which supports the creation of emergent fora in which ideas and concepts can develop among different kinds of actors and the transmission of insights from these fora back into a more formalized context.
... They define power as "the ability to influence someone's goal." Power is categorized into coercive, reward, legitimate, expert, and referent power (French & Raven, 1959). Coercive power grants the authority to enforce penalties, while reward power provides the authority to offer benefits. ...
A manager’s ability to leverage power sources and manage conflicts is a critical factor in organizational success and sustainability. This study aims to underscore the significance of power dynamics and conflict management within organizations, particularly in private hospitals. By examining the power sources utilized by managers and their approaches to resolving organizational conflicts, this research seeks to understand the perceptions of both managers and their subordinates. A phenomenological approach was employed to conduct in-depth interviews with 19 participants, including managers and subordinates in a private hospital. The findings revealed that managers primarily rely on legitimate, expert, reward, coercive, and referent power. Conflicts are viewed as opportunities, and a necessary level of authority is perceived within departments. Managers are found to adopt a solution-oriented approach by listening to employees and fostering a collaborative decision-making environment. While reward power is utilized, it is not considered sufficient. Conflict resolution strategies are reported to have both positive and negative impacts on employees, influencing factors such as organizational commitment, trust, motivation, and courage. To effectively utilize power and manage conflicts, healthcare organizations should provide training to both managers and employees on these topics. Moreover, addressing employee expectations is crucial to ensure that power dynamics and conflict resolution processes align with organizational goals and benefits.
... Reward and punishment, coercion, legality Expert Reference Table 1. Supervision functions and sources of authority As shown in Table 1, French and Raven [15] categorized power into five types: reward, coercive, legitimate, referent, and expert power. Reward, coercive, and legitimate power come from organizational authorization, with the supervisor being viewed as an administrative manager. ...
Supervisors play a crucial role in social work services across various fields. This study examines their role in case management services for individuals with disabilities, focusing on how supervisors guide new social workers and the impact of supervisory functions on professional development and service effectiveness.Research Objectives: The study aims to explore the dynamics between supervisors and new social workers, particularly in terms of supervisory approaches and their effects on service delivery and professional growth.Research Methods: A focus group discussion was conducted, involving four supervisors and nine social workers, each with one year of experience. The transcripts from these discussions were analyzed and compared to identify key themes and insights.Research Results: Findings indicate that while both supervisors and new social workers value emotional stability and mediation skills, supervisors tend to adopt a goal-oriented approach, emphasizing administrative and professional guidance with less focus on emotional support. Conversely, new social workers desire more comprehensive support and improved communication. Existing training programs for new social workers are often formalized and mentorship-based, relying heavily on supervisors’ past experiences. However, these programs frequently fail to address the diverse learning needs of new employees, leading them to depend on a trial-and-error approach. Both groups acknowledge that it takes approximately six months for new social workers to adapt to their roles, but internal challenges, such as skill gaps, and external pressures, like high caseloads, impede service efficiency.Recommendations: To address these challenges, the study recommends providing targeted training and support for novice supervisors, reassessing caseloads to balance service quality and staff safety, establishing support mechanisms for supervisors to manage stress, and creating flexible training modules that emphasize practical application and the development of diverse topics.Research Novelty: This study highlights the gap between current supervisory practices and the needs of new social workers in disability case management services. By identifying specific areas for improvement, it offers actionable insights to enhance professional development and service effectiveness in this field.
... The research team conducted 23 semi-structured individual interviews and two focus groups (two and three participants) for 45-90 min virtually using the Zoom platform. Individual interviews were conducted with stakeholders in positions of legitimate or referent power (French & Raven, 1959) by way of their position or influence with their colleagues. Other participants could choose an interview or a focus group with others in similar positions. ...
Although school-based mindfulness programs are increasing, contextual issues that facilitate or hinder program implementation are poorly understood. Utilizing an implementation science framework (i.e., Promoting Action on Research in Health Services [PARiHS]) as a heuristic for data collection and analysis, we used an exploratory sequential mixed methods design to investigate implementation barriers and facilitators of the Peace of Mind (PoM) program from the perspective of educators (n = 27) in eight schools and PoM staff (n = 4) using diverse implementation approaches. The integration of qualitative interview data and mixed methods survey data suggests that a combination of personal and structural factors is critical for successful program implementation, with these factors operating synergistically. The most salient factors related to facilitation of PoM implementation included robust buy-in supported by strong champions who were also in leadership positions. The most salient factors indicated for context related to time and implementation process. First-hand, informal evidence impacted buy-in more than distal research studies. The implications for SBMP implementation and implementation research are discussed.
... Para facilitar el análisis se decidió utilizar una técnica de reducción de listado que permitiera agrupar los actores identificados en un número más manejable utilizando para esto la categoría ámbito de acción política. Finalmente, el análisis se realizó a partir de diez grupos de actores que se caracterizaron con una breve definición, las instituciones o personas que lo integran, su tipo de poder (20) sus funciones (21) y el alcance geográfico. ...
Resumen
Fundamento: para que cualquier meta de salud sea alcanzada es necesario involucrar a múltiples actores sociales cuya participación intersectorial condiciona la
materialización de las políticas públicas sanitarias. Objetivo: aportar al sector salud herramientas de decisión suficientes para que ponga en práctica una
política de alianzas intersectoriales para el fomento de la responsabilidad personal con la salud de la población cubana en un horizonte temporal hasta el 2030.
Métodos: estudio de prospectiva estratégica desde enero 2018 a marzo 2020. Se empleó el método Matriz de Alianzas y Conflictos: tácticas, objetivos, recomendaciones, con la participación de 12 expertos. Resultados: se identificaron 25 actores que conformaron 10 grupos. El actor con mayor poder son los ciudadanos; mientras, el objetivo estratégico con mayor movilización es trascender el paradigma paternalista de la práctica salubrista en Cuba. Se demostró la posibilidad de trabajar de forma intersectorial para desarrollar alianzas duraderas entre todos los actores involucrados y que de existir contradicciones estas no tendrán carácter antagónico. Al contrario, pueden comportarse como elementos
generadores de soluciones innovadoras para el desarrollo futuro. Conclusiones: el mapeo y análisis del juego de actores permitió evidenciar las posibilidades de alianzas entre los actores sociales y el alineamiento estratégico de estos con los objetivos estratégicos formulados. Se recomienda monitorear la evolución de esta situación durante el horizonte temporal previsto con el objetivo de reevaluar el sistema y reducir la incertidumbre ante un entorno cambiante. Palabras clave: responsabilidad, responsabilidad social, salud
Abstract
Foundation: for any health goal to be achieved, it is necessary to involve multiple social actors whose intersectoral participation conditions the materialization of public health policies. Objective: provide the health sector with sufficient decision tools to implement a policy of intersectoral alliances to promote personal responsibility with the health of the Cuban population in a time horizon until 2030. Methods: strategic prospective study since January 2018 to March 2020. The Matrix of Alliances and Conflicts method was used: tactics, objectives, recommendations, with the participation of 12 experts. Results: 25 actors who formed 10 groups were identified. The actor with the greatest power are the citizens; Meanwhile, the strategic objective with the greatest mobilization is to transcend the paternalistic paradigm of health care practice in Cuba. The possibility of working intersectorally to develop lasting alliances between all the actors involved was demonstrated and that if there are contradictions these will not have an antagonistic nature. On the contrary, they can behave as elements that generate innovative solutions for future development. Conclusions: the mapping and analysis of the set of actors made it possible to demonstrate the possibilities of alliances between social actors and their strategic alignment with the formulated strategic objectives. It is recommended to monitor the evolution of this situation during the planned time horizon with the aim of reevaluating the system and reducing uncertainty in the face of a changing environment. Key words: responsibility, social responsibility, health
... Previous studies have argued that an individual's socioeconomic status is linked to the feelings they hold towards and the power that they exert over a decision (Rucker et al., 2011;Rucker et al., 2012). More precisely, the literature on consumer power and decision-making suggests that consumers who exert higher power and greater status in society are believed to have higher spending and be more powerful than those who are powerless (French et al., 1959;Rucker et al., 2011;Rucker et al., 2012). Moreover, consistent with the findings from this study, it can be argued that the majority of the female Australian consumers (i.e., nearly 62%) have only an undergraduate level of study or lower, and most of them (i.e., 67.5%) have an income of less than 50 k/year, which restricts them from exerting power over a financial decision. ...
With an avalanche of market manipulations and unethical tactics in the Australian financial industry, the empowerment levels of female Australian consumers when making financial investment decisions are highly questionable. Through the theoretical lens of a utilitarian perspective, financial investment decisions are often built on the pillars of trust, security, and assurance, which allow consumers to make decisions rationally and gain empowerment when making these decisions. However, due to the widespread manipulations prevailing in Australian financial markets, the role of rationality and its influence on consumer empowerment remain understudied. Based on this context, this paper uncovers the association between how each stage of rational decision-making (RDM) (i.e., demand identification, information search, and the evaluation of alternatives) influences the consumer power (i.e., consumer resistance and consumer influence) of female Australian consumers when making financial investment decisions. In doing so, this study employs a quantitative approach, whereby the proposed conceptual framework is tested among 357 female Australian consumers to understand their decision-making power in the presence of heightened situations of market manipulation in the financial industry. The results show that information search has a significant positive relationship with consumer influence and consumer resistance when making financial investment decisions. Additionally, the findings suggest that female Australian consumers should not only rely on individual-based sources of power but also have exposure to network-based sources of power to gain empowerment when making financial investment decisions. Lastly, it is suggested that government bodies, financial institutions, and regulatory authorities should not only implement financial literacy programs but also promote gender diversity across organisations to encourage women’s empowerment (i.e., Goal 5 (SDGs)—Achieve Gender Equality and Empower all Women and Girls).
... In der Vergangenheit wurde zwischen verschiedenen Formen von Macht unterschieden. So differenzieren Raven und French (1959 (Raven & French, 1959. Der Soziologe Heinrich Popitz (1992) unterscheidet hingegen Aktionsmacht, instrumentelle, autoritative und datensetzende Macht. ...
Die Arbeit von Anna Freytag setzt sich theoretisch mit dem Phänomen der gruppenbezogenen abwertenden Kommunikation auseinander. Die Kommunikationswissenschaft und andere Disziplinen haben sich in der Vergangenheit unter einer Vielzahl von Begriffen und aus unterschiedlichen theoretischen Perspektiven mit gruppenbezogener abwertender Kommunikation auseinandergesetzt. Die etablierten Begriffe bergen jedoch Herausforderungen und vernachlässigen zum Teil soziologische und sozialpsychologische Perspektiven, wie etwa das Konzept der Stigmatisierung. Vor diesem Hintergrund entwickelt die Autorin mit „Stigmatisierender Kommunikation“ ein eigenes kommunikationswissenschaftliches Konzept, das Erkenntnisse aus verschiedenen Disziplinen integriert. Darauf aufbauend entwirft sie ein Forschungsprogramm für die weitere wissenschaftliche Auseinandersetzung mit stigmatisierender Kommunikation. Es werden Forschungsfragen zu beteiligten Akteur*innen, Motiven und Determinanten, zur inhaltlichen Ausgestaltung und zu den vielfältigen Auswirkungen stigmatisierender Kommunikation abgeleitet. Dazu werden methodische Ansätze und Herausforderungen für eine erfolgreiche empirische Untersuchung stigmatisierender Kommunikation diskutiert.
... Similarly, Organizational Learning Theory (Ali et al. 2022;Chen, Liu, and Chen 2022;March 1991), Regulatory Focus Theory (Higgins 1998;Huang, Battisti, and Pickernell 2021;Kammerlander et al. 2015), Resource-Based Theory and Knowledge-Based View (Barney 1991;Cancela, Coelho, and Duarte Neves 2023;Grant 1996;Kraus et al. 2022) are widely used theories in the domain of OA. While Complementarity Theory (Blome, Schoenherr, and Kaesser 2013;Edgeworth 1881;Milgrom and Roberts 1995), Power Theory (French and Raven 1959;Ou, Waldman, and Peterson 2018), and Dynamic Capability Theory (Ashrafi and Zareravasan 2022;Teece, Pisano, and Shuen 1997) have provided a basis for OA studies (Refer Table 7). Additionally, few studies are grounded on Self-Efficacy Theory (Bandura 1977;Mom, Van Den Bosch, and Volberda 2009) and Self-Determination Theory (Deci et al. 1994;Mom et al. 2019). ...
Organizational Ambidexterity (OA) refers to an organization's ability to exploit and explore resources, enabling it to strive in established as well as emerging markets. This study aims to review and synthesize existing research on organizational ambidexterity and propose directions to advance this research domain. The study employs the TCCM (Theory, Context, Characteristics, and Methodology) framework and the SPAR-4-SLR (Scientific Procedures and Rationale for Systematic Literature Reviews) protocol. We reviewed 73 research articles from the Scopus & Web of Science database between 2004-2023.The key findings reveal that the OA literature is predominantly skewed towards quantitative research, focused on developed countries, particularly in Europe and USA. Commonly utilized theories include the upper echelon theory and paradox theory. This paper enriches the OA domain by identifying and categorizing antecedents, moderators, mediators, and consequences of OA. The future research agenda is proposed on the basis of theoretical underpinnings, contexts, characteristics , and methods. The review has multifaceted implications for stakeholders such as management scholars, practitioners, managers , academicians, and policymakers. The unified conceptual model provides formative basis for future studies. ARTICLE HISTORY
... Understanding the terrain can help navigate the landscape more effectively and be able to identify who the real power players are (French & Raven, 1959), who has influence with whom, and even the ways people get resources needed for projects when institutional funds are limited. ...
Promotion equity in higher education leadership means ensuring that all people have access to, and support along, the pathways for achievement and advancement. Yet, when it comes to advancing to executive leadership positions within colleges and universities in the United States, there seem to be impediments impacting Black women’s ascendency into key leadership roles. This qualitative study used a constructivist grounded theory methodology to explore the perceptions of seven Black women who currently serve, or have served, in executive leadership positions in higher education. Utilizing a theoretical framework developed from social cognitive theories, Black feminist theories, leadership theories, and organizational theories, the research questions were designed to understand the perception of Black women’s ascendancy to executive leadership positions in higher education and the internal and external phenomena along their journeys. Using video interviews and a video focus group, data was collected and coded using a thematic analysis process. The analysis led to five themes that offer insights into perceptions and the internal phenomena (the thoughts, feelings, cognition processes) and the external phenomena (experiences, situations, and events) that impact how Black women perceive their career ascendancy journey. The results revealed the role of intersectionality on Black women’s ability to access and ascend to executive leadership, the influence of imposter syndrome as well as self-motivation, and the critical role of sponsors and networks. These results provide insights for other Black women and people of color looking to matriculate to executive leadership roles in higher education as well as provide guidance to higher education systems looking to develop, or strengthen, equitable processes and practices for promotional pipelines.
... También se ha descrito un modelo de seis formas de poder, más inclinadas hacia su adscripción socio-relacional (French y Raven, 1959). Entre ellas, sobresale, en primer lugar, la forma de coerción, basada en la amenaza de realizar acciones forzadas a ser cumplidas contra la voluntad del obligado o población obligada y reprimida. ...
La interseccionalidad es una herramienta de análisis fundamentada principalmente en la identificación específica de las desigualdades sociales y la posibilidad de confrontar sus injusticias en el campo de los derechos humanos. Tales desigualdades generan un espectro multidimensional cuya línea de categorización es observada desde la óptica de los clásicos conceptos de dominación.
... Once acquiring social identity as leader, they generally come to have a more profound and enduring influence over their employees. This can be explained using the classic model of social power (French & Raven, 2014). Traditional notion of functional leadership such as transactional leadership tends to hinge on leader's ability to exert the types of power coming from their position such as coercive, reward, and legitimate power in timely and effective manner. ...
Recent scholarship has begun to examine public sector leadership through the lens of social identity theory. This study explored the determinants of leadership perception from this perspective, focusing on two main areas. First, it examined the impact of psychological resilience. Second, it considered the effects of stereotypical impressions and experiential perceptions. The findings indicate that stereotypical impressions have a greater influence on the leadership perception of leaders in more distant hierarchical positions, whereas experiential perceptions of psychological resilience are more influential for supervisors in closer, more proximal positions. These results offer practical implications and suggest avenues for future research.
... The concept of legitimacy has a long history, and modern thoughts on legitimacy date back to Weber's three types of legitimate rule (Tyler, 2006;Weber, 1958). Legitimacy is defined as the self-generated obligation to defer to authorities and rules by appeals to internalised values (French et al., 1959) or "a generalized perception or assumption that the actions of an entity are desirable, proper, or appropriate within some socially constructed system of norms, values, beliefs and definition" (Suchman, 1995, p.574). Different legitimacy theories and constructs exist in multiple disciplines, including political sciences, legal studies, criminology, institutions and organisations. ...
Rule-breaking has been a prominent topic in entrepreneurship research. There are widely held beliefs in society and by researchers that entrepreneurial rule-breaking is dysfunctional and has roots in deviance. Such beliefs and assumptions are problematic, because the resultant fallacy is that the behaviour from which strategic advantages, entrepreneurial innovation, creation of consumer surplus and social welfare, and progressive institutional betterments stem is underlied by nonconformity, risk-taking, self-enhancement, and other traits that are regarded as deviant. This thesis investigates an under-researched aspect of entrepreneurial rule-breaking (entrepreneurial rule-breaking) which is posited to be stemming from rationality and functional traits and can have positive impacts on entrepreneurs and society. It has advanced the knowledge of entrepreneurial rule-breaking in numerous ways. The first paper was a purely conceptual paper whereby a morally neutral definition of entrepreneurial rule-breaking was proposed based on the nature of its functionality (i.e., alleviating the regulating power of formal rules) along with an integrative entrepreneurial rule-breaking theory centring on a novel cognitive construct—constructive rule beliefs .
Based on democratic values stemming from cognitive schemas, constructive rule beliefs denotes peoples’ general beliefs about the purpose, legitimacy, and instrumentality of formal rules, and about the self in relation to rules, and was argued to be a cause of rule-breaking, which enhanced the likelihood of rule-breaking in the context of various contextual triggers. The second paper was a scale development paper which also served to assess various predictions stemming from the first paper. Using exploratory factor analysis, a constructive rule beliefs measure was developed. A two-factor structure emerged and the two factors were termed rule relativity beliefs (F1) and rule purpose beliefs (F2). Empirical evidence supported that constructive rule beliefs was a meaningful cognitive construct, and rule relativity beliefs was predictive of goal-directed entrepreneurial rule-breaking.
The third paper provided the primary test of the core theoretical proposition from the newly-proposed entrepreneurial rule-breaking theory. Based on a 2x2 between-subjects experimental design, the third paper tested the causal relationships between entrepreneurial rule-breaking and rule breaking behavior related to two hypothetical scenarios (constructive rule beliefs and entrepreneurial status). By experimentally manipulating constructive rule beliefs, it was found that constructive rule beliefs had a casual influence on participant rule-breaking tendencies when rule-breaking was clearly conducive to entrepreneurial goals. No relationship was found between entrepreneurial status and entrepreneurial rule-breaking. These findings support that constructive rule beliefs has a causal impact on entrepreneurial rule-breaking and can stem from rationality and functional traits—at least in situations whereby rule-breaking may assist with goal attainment. In doing so, they also challenge the widely-held beliefs that entrepreneurial rule-breaking is based on deviance.
Through constructive rule beliefs and the integrative entrepreneurial rule-breaking theory, this thesis provides evidence for a novel potential cognitive driver of entrepreneurial rule-breaking which is functional and can be beneficial to entrepreneurs and society. Future research can build on the initial work and findings in this thesis to provide further insight into the complex and fascinating phenomenon of rule-breaking in entrepreneurship and in other contexts.
Psychotherapy, such as cognitive-behavioral therapy (CBT), is effective in treating various mental disorders. Technology-facilitated mental health therapy improves client engagement through methods like digitization or gamification. However, these innovations largely cater to individual therapy, ignoring the potential of group therapy-a treatment for multiple clients concurrently, which enables individual clients to receive various perspectives in the treatment process and also addresses the scarcity of healthcare practitioners to reduce costs. Notwithstanding its cost-effectiveness and unique social dynamics that foster peer learning and community support, group therapy, such as group CBT, faces the issue of attrition. While existing medical work has developed guidelines for therapists, such as establishing leadership and empathy to facilitate group therapy, understanding about the interactions between each stakeholder is still missing. To bridge this gap, this study examined a group CBT program called the Serigaya Methamphetamine Relapse Prevention Program (SMARPP) as a case study to understand stakeholder coordination and communication, along with factors promoting and hindering continuous engagement in group therapy. In-depth interviews with eight facilitators and six former clients from SMARPP revealed the motivators and demotivators for facilitator-facilitator, client-client, and facilitator-client communications. Our investigation uncovers the presence of discernible conflicts between clients' intrapersonal motivation as well as interpersonal motivation in the context of group therapy through the lens of self-determination theory. We discuss insights and research opportunities for the HCI community to mediate such tension and enhance stakeholder communication in future technology-assisted group therapy settings.
Purpose
This study examines how the IKEA effect drives supply chain sustainability through referent and expert power in supply chain relationships in Korea. The IKEA effect is a phenomenon whereby people feel greater attachment to work they have contributed to, leading to higher performance. It seeks to contribute theoretical and practical insights to the supply chain management literature by specifying the joint development activities and collaborative efforts that influence how sustainability is affected through different kinds of power dynamics.
Design/methodology/approach
To verify the established hypotheses, this study conducted a survey targeting employees working in supply chain-related departments in Korea. In total, 300 questionnaires were included in the statistical analysis. A structural equation model was used to analyze the relationships among the variables via SPSS 18.0 and AMOS 18.0.
Findings
The study identifies several key findings regarding supply chain sustainability. The IKEA effect positively influences both referent and expert power; these powers positively impact supply chain sustainability; and both powers mediate between the IKEA effect and supply chain sustainability through trust, cooperation, knowledge sharing and experience.
Originality/value
Theoretically, this study is the first to apply the IKEA effect theory from consumers to business-to-business relationships in the supply chain management domain with a focus on sustainability outcomes. The study contributes uniquely to understanding the influence of collaborative activities on sustainable supply chains from a theoretical perspective, illustrating the mediating mechanisms of referent and expert power.
Intersectoral collaboration (ISC) is a critical strategy in global health for addressing complex challenges requiring multi-sectoral engagement. While studies examined ISC in Low- and Middle-Income Countries (LMICs), gaps remain in understanding how power dynamics between stakeholders influence the effectiveness of ISC in these settings. This realist synthesis examines how, why, for whom, under what context and to what extent power dynamics shape ISC in LMIC health programmes and policies, offering insights crucial for improving health policy implementation.
Five Initial Programme Theories (IPTs) were developed through a scoping review, document analysis, and qualitative study. A systematic search of Medline, Embase, CINAHL, Web of Science, and grey literature (2012–2023) yielded 2,850 records, with 23 included after screening. This period was chosen to capture contemporary shifts in ISC, following the 2012 UN Political Declaration on NCDs and the WHO’s 2013 Health in All Policies (HiAP) framework, which strengthened multi-sectoral governance in LMICs. It also builds on prior reviews, ensuring an up-to-date synthesis of power dynamics in ISC. Data were synthesized using the Context–Mechanism–Outcome framework, generating demi-regularities to refine Programme Theories (PTs).
Findings reveal that power imbalances frequently manifest through hierarchical governance structures, resource disparities, and historical inequities, shaping ISC outcomes. Six refined PTs highlight: (1) Inclusive policy development processes mitigate power asymmetries but require intentional facilitation to prevent marginalization of less dominant sectors. (2) Leadership commitment and shared goal alignment enhance collaboration, yet competing institutional priorities often reinforce power struggles. (3) Equitable resource allocation acts as both a catalyst for trust and a source of conflict, with donor influence exacerbating dependency dynamics. (4) Hierarchical communication norms in LMICs undermine transparency, though informal interpersonal networks can circumvent bureaucratic barriers. (5) Ambiguity in roles and mandates amplifies power vacuums, enabling dominant actors to disproportionately influence agendas. Additionally, a sixth Programme Theory emerged: (6) Sustained interpersonal relationships counterbalance structural power imbalances, fostering accountability and adaptive problem-solving.
These findings demonstrate that power dynamics in ISC within LMICs are mediated by both structural factors (e.g., funding models, institutional hierarchies) and relational mechanisms (e.g., trust, negotiation). Successful collaboration hinges on recognising and addressing these dual dimensions of power. This synthesis advances theoretical and practical understanding of ISC, offering policymakers actionable insights to navigate power-related challenges in intersectoral health initiatives.
In the VUCA (which means volatility, uncertainty, complexity, and ambiguity) era, companies increasingly value the emergence of employee leadership as a complement to formal team leadership. Meanwhile, employee innovative behavior, as an important source of firm innovation, has gradually become a key element for the sustainable development of enterprises. Both employee leadership emergence and innovative behavior have significant impacts on the sustainable growth of the employees and companies, yet the relationship between the two has been seldom studied. Whether employee leadership emergence can promote the informal leader’s innovative behavior, thereby achieving the mutual growth of employees and enterprises, has not been tested. Against this backdrop, this study constructs a moderated mediation model from the perspective of leadership role activation to explore the relationship and underlying mechanisms between employee leadership emergence and innovative behavior. By analyzing 304 paired sample data from technology companies in Guangzhou, China, this study finds that employee leadership emergence can influence informal leader’s innovative behavior through the sense of power. Employee self-efficacy strengthens the power perceptions brought about by employee leadership emergence, thus facilitating its positive impact on innovative behavior. This study provides insights into how companies can achieve sustainable growth for both employees and enterprises through employee leadership emergence by revealing the relationship and underlying mechanisms between employee leadership emergence and the informal leader’s innovative behavior.
In this chapter, we have considered how channels to market are comprised of business partners and the activities that they undertake to move products from the originator, which is usually the manufacturer, to the consumer or customer. They are also responsible for a number of services that add value within the supply chain and facilitate the easy transaction of business between the firm and its audience. By collaborating with intermediaries, the customer proposition is enhanced, and channel partner organisations are able to focus on activities that demand their specific expertise. The relationship between channel partners should be mutually beneficial, and rather than simply moving and storing products, partners should also share the risks involved in the marketing, movement, storage, and selling of products. Marketing channels do not only comprise wholesalers, dealers, agents, brokers, and retailers. In addition, channel intermediaries include service providers such as transport and logistics companies, and marketing agencies. It is paramount that organisations choose their channel partners wisely based upon long-term objectives rather than reactive and short-term considerations. Channel conflict can be reduced, and the channel collaborations made more fruitful through the intelligent training and incentivisation of partners, and through the allocation of resources aimed at nurturing relationships at both an interpersonal and interorganisational level.
O principal objetivo desta dissertação, apoiada na literatura de Difusão de
Informações e das teorias de Análise de Estrutura de redes Sociais, foi de explorar a
relação entre a difusão de uma informação na rede social Twitter e a estrutura da
rede dos emissores da mensagem.
A partir de um processo de coleta de dados automatizado, foram analisados 846.441
membros da rede, totalizando 2.790 casos de difusão, divididos em 3 tópicos de
discussão (hashtags). O caráter metodológico foi quantitativo não-probabilístico. Os
resultados das analises de regressão aplicadas confirmaram 5 das 7 hipóteses de
pesquisa para a amostra do trabalho.
Foi confirmado impacto de elementos da estrutura da rede na difusão de
informações no Twitter, mas houve grande variação do impacto entre as hashtags
analisadas. Estes resultados apontam a necessidade de novos estudos no campo.
Jimly Asshiddiqie argued that Indonesia should have declared a state of emergency during COVID-19 to ensure effective governance, asserting that, without it, the government lacked legitimacy to implement restrictive policies. This paper critically examines this claim through a doctrinal and regulatory policy analysis, assessing the necessity of an emergency declaration in managing the pandemic. The research evaluates regulatory effectiveness, legal implications, constitutional rights restrictions, and governmental legitimacy. While a state of emergency could enhance policy enforcement, the government retained legitimacy to implement necessary measures without it. Moreover, invoking Article 12 of the 1945 Constitution could have worsened the situation due to its broad legal consequences. However, the absence of an emergency declaration did not necessarily lead to a more effective response, as the government’s initial inaction and public unpreparedness contributed to financial difficulties. Ultimately, Indonesia managed to conclude the pandemic without declaring a state of emergency..
Este artículo investiga el discurso político desde la perspectiva de la virilidad como uno de los códigos sociales más relacionados con el cuerpo masculino y su identidad de género socialmente construida. A partir de estos discursos de tres representantes políticos del poder ejecutivo brasileño, Fernando Collor de Mello, Jair Bolsonaro y Luiz Inácio Lula da Silva, se pretende discutir la representación discursiva de la masculinidad en el ejercicio del poder y su relación con el liderazgo público. Para lograrlo, la metodología adoptada es la descripción literal de dichos discursos con el aporte teórico de los estudiosos del género. La hipótesis es que hay un intento de enmascarar el envejecimiento corporal estigmatizado en una sociedad que discrimina por la edad, la cual prioriza los valores de la juventud masculina en la cima de la jerarquía política brasileña.
This study examines how top U.S. university Presidents addressed Russia’s 2022 large-scale invasion of Ukraine in their official statements, aiming to uncover rhetorical strategies and the values guiding higher education leaders in crisis communication. The research employed a corpus-assisted Critical Discourse Analysis framework utilizing tools such as Google Trends, sentiment analyzers, and Voyant. This approach enabled a comprehensive research design, incorporating contextual and textual analyses, communication strategy typologies, and interpretative synthesis to derive conclusions and suggest areas for future research. The findings revealed that a key feature of university leaders’ crisis communication during military conflicts is their ability to balance discursive strategies within the identified genre logic, integrating various arguments, rhetorical techniques, and pragmatic patterns. Criticism of the invasion and penalization of the strategic projects are accompanied by statements of support of students and teachers from both conflicting countries as well as appeals for peace-making efforts. The rhetorical strategies include arguments of logos, pathos, and ethos, along with both positive and negative politeness strategies, and a mix of explicit and implicit speech acts. In the appellative genre, statements confronting the invasion utilize various linguistic devices, such as connotative vocabulary, military terminology, proper names as well as grammatical features like negated active voice constructions, and stylistic elements such as personal reminiscences. This type of communication emphasizes conservative and benevolent values, highlighting the strong commitment of the U.S. university leaders to academic integrity while stressing solidarity and collegiality. Additionally, it underscored diplomatic efforts toward achieving peace. The research offers insights into how higher education leadership navigates communication during wartime, contributing to a broader understanding of strategic and crisis communication.
Resumo: Este artigo pretende discutir a representação da velhice na modernidade, tendo como objeto de análise uma cena da primeira temporada da série estadunidense The Crown. Nela o então primeiro-ministro Winston Churchill, ao completar 80 anos, se incomoda com um quadro em sua homenagem, no qual aparece retratado sem suavizar seus traços envelhecidos. Ao renegar sua imagem na tela, e nas discussões com o pintor ao longo da elaboração do quadro, Churchill percebe a sua fragilidade. Partindo da descrição dessa cena fictícia, mas baseada em fatos reais, serão analisadas as representações da velhice masculina na modernidade, com o intuito de discutir o quanto a experiência etária se torna complexa no mundo capitalista, alterando o campo simbólico e dando novos significados para o papel do idoso na sociedade contemporânea.
Purpose
This study examines how CEOs-elect navigate power dynamics with incumbent CEOs during leadership transitions, focusing on their strategic choices – cooperate, defect or disengage – based on perceptions of the incumbent’s behavior.
Design/methodology/approach
Using the game theory framework and insights from 22 interviews with executives from large Canadian organizations, we analyze CEOs-elect’s decision-making from nomination to ascension.
Findings
CEOs-elect cooperate when they anticipate the incumbent to cooperate and defect when they anticipate defection. When faced with uncertainty or signs of disengagement from the incumbent, CEOs-elect strategically choose to disengage, adopting a “No Play” strategy to preserve board trust and organizational stability.
Research limitations/implications
Findings are based on large Canadian organizations, which may limit applicability to smaller firms, family businesses or different cultural contexts. Future research should examine CEO transitions across diverse organizational and cultural settings.
Practical implications
Boards should recognize proactively manage power struggles during transitions, ensuring support for CEOs-elect and promoting cooperation with incumbents. Understanding perceived incumbent strategies can improve transition planning, minimize conflicts and improve organizational outcomes.
Originality/value
This research introduces “No Play” as a novel strategic option in CEO transitions, contributing to game theory and power dynamics literature. It also bridges gaps in understanding by linking strategic choices of CEOs-elect to perceptions of incumbent behavior and stakeholder trust.
The present paper builds on previous research exploring the relationship between the need for cognitive closure (NCC) and employees’ compliance with harsh social power to propose a moderating role of perceived tightness within a work unit in organizational settings. Specifically, the study aimed to test the cross-level interaction between NCC and the perceived work unit tightness in fostering employee compliance with harsh power. Using a convenience sampling method, we enrolled 290 employees from pre-existing work units in Italian organizations in a cross-sectional study. We obtained employee scores on the NCC scale, willingness to comply with harsh social power tactics, and ratings of their perceived work unit tightness. Multilevel modeling was applied to test cross-level interaction. The model revealed a positive effect of NCC on the willingness to comply with harsh social power tactics when employees perceived their unit culture as tight. This study advances previous research by showing the role of tight culture in shaping the relationship between NCC and power compliance.
Purpose: The purpose of this study is to explain the mediating effect of knowledge sharing (KS) between leader-member exchange (LMX) and work integration (WI) on healthcare workers. The study also examines the direct effects of LMX on WI among selected healthcare workers in Türkiye. Methodology: The study targeted a sample of N = 295 to provide relevant information. The data were collected using an adopted questionnaire, including LMX (Baş et al., 2010), KS (Chennamaneni et al., 2012), and WI (Schaufeli et al., 2002). A purposive stratified sampling method was used since the participants were considered based on predefined criteria. The study used a 5-point Likert scale ranging from 1= stronglydisagree to 5= strongly agree. SPSS 22.0 and AMOS 17.0 packages were used for data analysis and interpretation of statistical outputs. Results: The study revealed a significant positive relationship between variables. Goodness of fit values of the scales were also checked. First, the mediating variable (knowledge sharing) between LMX and WI was investigated. Second, the effect of LMX on WI was explored. Based on the findings, a significant positive relationship was found between the variables of the study. Conclusion: According to the research results, significant relationships were found between LMX and WI, between LMX and KS, and between KS and WI. In addition, it was determined that knowledge sharing had a mediating role in the effect of LMX on WI, which was the main purpose of the research. According to the research results, high-quality LMX relationships enable employees to be more open to KS and tointegrate more into their work. In this case, KS acts as a bridge that strengthens the link between LMX and WI. Employees find greater meaning in their work by sharing their knowledge, which in turn increases their commitment to it. As a result, leaders creating a culture that supports knowledge sharing can be seen as an effective way to increase work integration and improve organizational performance.
Organizational practice is ubiquitous in the daily workings of social life. Organizations has been an integral part of political life, especially as an aspect where expressions of power and interests reside. In these discussions, a review is warranted in order to map out the existing approaches and theories implored in understanding the topic. This review examines literature in the field of organizational studies, particularly in power dynamics and relations Using the 74-year time gap as time-frame. This review takes on the examination of different theoretical approaches and frameworks in the studies considered, as well as the variables that those studies take basis in their analysis. Through these inquiries, power dynamics in organizations are found to encompass various approaches situated in the social science. Additionally, power discussions in organizations and its mechanisms is not to be divorced with institutional dynamics, due to the ubiquity of institutional discussions as units of analysis. In this regard, this paper places itself in the realm of institutional regulation and member compliance as an effective contribution to the existing literature. The compliance dynamic of rules formulated by the authority and their utility in governance are useful perspectives attributed by this review to be informed outlooks for future research endeavors, utilizing in particular, political science perspectives.
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