Power in organizational behaviour
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The purpose of this chapter is to provide a critical review of what writers in the field of organization behaviour have had to say about power. The critique is framed within a comparative model where the approach to power adopted by these writers is compared to that adopted by key writers from broader fields related to organization studies. The comparative model shows that the literature on power in organizations has largely developed along two separate paths, one path having an idealist orientation and the other having a pragmatist orientation.
This document has been peer reviewed.