Contextualizing social power research within organizational behavior
Although there has been tremendous scientific interest in social power, much of this recent research has relied on experiments in context-poor settings. However, organizations – a context in which power differences emerge naturally – are more complex and dynamic. The current review discusses whether and how defining organizational features at the intrapersonal level (multiple dimensions of hierarchy, dynamics over time, attentional demands), interpersonal level (interdependence, repeated interactions), and organizational level (accountability, culture, virtual work) moderate the effects of power. We also discuss ways to systematically incorporate organizational complexities into the study of social power and recommend fruitful avenues for future research.
Organizational Behavior and Theory | Organization Development
Organisational Behaviour and Human Resources
The Self at Work: Fundamental Theory and Research. Organizational Frontiers Series of the Society for Industrial and Organizational Psychology
D Lance Ferris; Russell E Johnson; Constantine Sedikides
City or Country
SCHAERER, Michael; LEE, Alice J.; GALINSKY, Adam D.; and THAU, Stefan.
Contextualizing social power research within organizational behavior. (2018). The Self at Work: Fundamental Theory and Research. Organizational Frontiers Series of the
Society for Industrial and Organizational Psychology. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/5782