ISBN:
9780511626562
Language:
English
Pages:
Online-Ressource (1 online resource (392 p.))
,
digital, PDF file(s).
Edition:
Online-Ausg.
Series Statement:
Cambridge Companions to Management
Series Statement:
Cambridge companions to management
Parallel Title:
Druckausg. Power and interdependence in organizations
Parallel Title:
Print version
DDC:
302.35
Keywords:
Organizational behavior
;
Organizational sociology
;
Power (Social sciences)
;
Control (Psychology)
;
Power (Social sciences)
;
Organizational sociology
;
Control (Psychology)
;
Organizational behavior
;
Organisationssoziologie
;
Organisationsverhalten
;
Organizational behavior
;
Organizational sociology
;
Power (Social sciences)
;
Control (Psychology)
;
Aufsatzsammlung
;
Aufsatzsammlung
;
Organisationsverhalten
;
Macht
Abstract:
Power is an inescapable feature of human existence. It plays a role in all social contexts and is particularly important in the functioning of organizations and work groups. Organizational researchers have certainly recognised the importance of power but have traditionally focused on its negative aspects. Yet power can also have very positive effects. Power and Interdependence in Organizations capitalizes on significant developments in social science over the past twenty years to show how managers and employees can manage power in order to make it a constructive force in organizations. Written by a team of international academics, the book explores both the positive and negative aspects of power, identifying opportunities and threats. It shows that harnessing the positive aspects of power, as well as controlling its more destructive effects, has the potential to revolutionise the way that organizations function, making them both more humane and productive
Abstract:
Understanding power in organizations / Jeffrey Pfeffer -- How can power be tamed? / David G. Winter -- Power and self-construal: how the self affects power processes / Barbara van Knippenberg and Daan van Knippenberg -- The conceptualization of power and the nature of interdependency: the role of legitimacy and culture / Joris Lammers and Adam D. Galinski -- Power in cooperation and competition: understanding the positive and negative faces of power / Dean Tjosvold and Peiguan Wu -- Growing powerful using cherry picking strategies: coworker networks as cherry trees / George B. Graen -- Acting fairly to be the boss: procedural justice as a tool to affirm power relationships with subordinates / David De Cremer and Marius van Dijke -- A tale of two theories: implicit theories of power and power-sharing in organizations / Peter T. Coleman -- The power process and emotion / Edward J. Lawler and Chad A. Proell -- Gender inequalities in power in organizations / Alice H. Eagly and Agneta Fischer -- Power and the interpersonal influence of leaders / Gary Yukl -- Bases of leader power and effectiveness / M. Afzal Rahim -- Power tactics preference in organizations: individual and situational factors / Meni Koslowsky and Joseph Schwarzwald -- Influence triggers and compliance: a discussion of the affects of power, motivation, resistance and antecedents / John E. Barbuto, Jr. and Gregory T. Gifford -- Leadership and conflict: using power to manage conflict in groups for better rather than worse / Randall S. Peterson and Sarah Ronson -- Organizational change / Lourdes Munduate and Francisco J. Medina -- Servant-leadership, key to follower well-being / Dirk van Dierendonck, Inge Nuijten and Imke Heeren -- Ethical leadership: the socially responsible use of power / Annebel H.B. De Hoogh and Deanne N. Den Hartog -- The tao of value leadership and the power of interdependence / Ping Ping Fu and Caroline Fu
Note:
Title from publisher's bibliographic system (viewed on 05 Oct 2015)
DOI:
10.1017/CBO9780511626562
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