The effective use of power

Benfari, Robert C.; Wilkinson, Harry E.; Orth, Charles D.

doi:10.1016/0007-6813(86)90002-9

Cited by 28 publications

(33 citation statements)

References 1 publication

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“…They identified four bases and four sources of power (Tab. 3), while BENFARI et al (1986) identified eight bases towards the effective use of power -reward, coercion, authority, referent, expert, information, affiliation, group -and that bases may have a positive or negative function (RAVEN 1992). Subsequent studies have suggested that from the bases and sources of power a series of discrete influence tactics exist that are intended to help secure their practitioners' desired outcomes (Tab.…”

Section: (Tab 2) Bachrach/ Lawler (1980 34) Refinedmentioning

confidence: 99%

Inter-cultural communications and power relations in international tourism commodity chains

Scherle

Coles

2006

Zeitschrift Für Wirtschaftsgeographie

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Inter-cultural communications and power relations in international tourism commodity chainsThe internationalisation of tourism has resulted in the mediation of spatially-stretched commodity chains which often transcend international frontiers and which in businesses from different cultures come into contact with one other. This paper examines the social relations in bilateral business co-operations between Moroccan and German enterprises. As a central concept in the social sciences, there are multiple contested theorizations of power and in this paper we adopt a Lukesian starting point. A more precise naming and locating of power is vital to enhancing our understanding of the way in which the tourism product is commodified.

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Section: (Tab 2) Bachrach/ Lawler (1980 34) Refinedmentioning

confidence: 99%

Inter-cultural communications and power relations in international tourism commodity chains

Scherle

Coles

2006

Zeitschrift Für Wirtschaftsgeographie

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“…Power is generally defined in terms of a relationship, whereby an agent influences, or attempts to influence, a target with the intended outcome being some form of action or behavioural change (Benfari et al, 1986;French & Raven, 1959;Yukl, Kim & Falbe, 1996). French and Raven (1959), in their seminal work, found that power and influence exist in a dyadic relationship between agent and target.…”

Section: Power Relationships Within Matrix Organisationsmentioning

confidence: 99%

“…Yukl et al (1996) explore power as the potential influence derived from the attributes of the influencer, the relationship between influencer and influenced, and the influencer's position in the organisation. In the context of hierarchical relationships within an organisation, legitimate or authoritarian power resides in the position within the organisational structure (Benfari et al, 1986;French & Raven, 1959). However, "the potential power of the individual manager is embedded in the networks of social interactions that are part of the work setting" (Benfari et al, 1986:12).…”

Section: Power Relationships Within Matrix Organisationsmentioning

confidence: 99%

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Comparing the power and influence of functional managers with that of project managers in matrix organisations: The challenge in duality of command

Moodley

Sutherland

Pretorius

2016

SAJEMS

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Since its inception four decades ago, there has been widespread adoption of the matrix organisational design, particularly in project-based organisations. However, several challenges remain, one of which is related to the ambiguity of authority as a result of the dual command structure. This study examines the perceptions of the types of power and influence mechanisms used by the functional manager and the project manager to influence project personnel, and the effect of these mechanisms on attitudinal outcomes. The research used a two-phase design. The first qualitative phase validated the constructs of power and influence. In Phase 2, quantitative data was obtained from 22 functional managers, 28 project managers and 92 project personnel in South Africa, Italy and Canada from one large project execution technology company. There appears to be a large perceptual gap between project managers, functional managers and project personnel. Managers perceive themselves to be using aspirational and personal influence mechanisms, whereas project personnel perceive the managers to be using positional, punitive mechanisms. Relationships were observed between the perceived type of influence being used by the managers and the project personnel's satisfaction with their manager, overall job satisfaction, their performance and level of engagement. Functional and project managers are associated with very different attitudinal outcomes among project team members.

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“…Any uncertain, resource-scarce environment is conducive to entrepreneurs conveniently presenting themselves as 'the guiding light' (Crozier 1973;Hinings et al 1974;Salancik & Pfeffer 1977). The opportunity for the use of power is also present if the organisation is dependent on resources from some other agency or coalition (Benfari et al 1986;Pfeffer & Salancik 1974). …”

Section: The Application Of Powermentioning

confidence: 99%

The use of power in Aboriginal organisations

Appo¹,

Härtel²

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The effective use of power

Cited by 28 publications

References 1 publication

Inter-cultural communications and power relations in international tourism commodity chains

Inter-cultural communications and power relations in international tourism commodity chains

Comparing the power and influence of functional managers with that of project managers in matrix organisations: The challenge in duality of command

The use of power in Aboriginal organisations

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