Power and Influence in Organizations

Edited by:
Linda L. Neider, University of Miami
Chester A. Schriesheim, University of Miami

A volume in the series: Research in Management. Editor(s): Timothy Ewest, Houston Baptist University.

Published 2006

Power and influence are key processes in organizations, and anyone wanting to learn how to lead or manage organizations effectively must first understand the dynamics associated with such processes. One interesting but not surprising fact about knowledge in this area is that scientific theory and empirical research are not new, having first appeared about 50 years ago. However, the rate of knowledge advancement in this domain has not been rapid, and there is still much to learn about organizational power and influence processes. Thus, this fifth volume in Research in Management is devoted to highlighting new theoretical and empirical perspectives that advance the frontiers of knowledge about power and influence in organizations. The chapters of this volume are all related to power and influence, albeit conceptualized somewhat differently and dealing with different substantive domains. However, that these chapters represent interesting and important contributions to knowledge concerning power and influence in organizations, and that each should spark future research that will further enhance the field.

CONTENTS
Foreword, Chester A. Schriesheim and Linda L. Neider. What Do Managers Do When Subordinates Just Say “No?” An Analysis of Incidents Involving Refusal to Perform Downward Requests, Bennett J. Tepper. Power and Influence in the Context of Organizational Innovation: Empirical Findings, Diana E. Krause. The Use of Power Bases in Different Contexts: Arguments for a Context-Specific Perspective, Diana E. Krause and Eric Kearney. Proactive Influence Tactics and Leader Member Exchange, Gary Yukl and John W. Michel. Power and Politics in Relay CEO Succession, Richard J. Gentry, Charlice Hurst, and Wei Shen. To Influence or Adjust: A Dynamic Model of Person-Group Fit, Chad A. Higgins and Tomoki Sekiguchi. Conflict Among Subordinates and Conflict-Handling Styles as Predictors of Managers’ Anticipated Power-Sharing: An Experimental Investigation, Claudia C. Cogliser and Chester A. Schriesheim. About the Authors.