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"Organizational Power"
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Toward a Theory of Using History Authentically
Drawing on interviews, archival material, and observation, this article investigates how and why, on two different occasions, actors at the Carlsberg Group headquartered in Denmark were inspired to use a particular historical artifact, the Latin phrase Semper Ardens, carved above a doorway. Used first as the inspiration for naming a new line of handcrafted beers, ten years later it became the motto featured in the company’s identity statement. Findings describe a temporal pattern of micro-level activities that accounts for how actors used this historical material and, in doing so, lent the authenticity of history to their actions, a phenomenon we term organizational historicizing. Analysis of historicizing activities revealed five micro-processes: rediscovering, recontextualizing, reclaiming, renewing, and re-embedding of an artifact in organizational history. Relationships between the micro-processes, explained in terms of authenticity, power, and identity, are theorized in a process model describing organizational historicizing. The findings show the importance of history when establishing claims to authenticity and how history becomes relevant to present and future activities. We also show that latent history can be revived for use in future historicizing.
Journal Article
The anatomy and ontology of organizational power as a fractal metaphor: A philosophical approach
Fractal metaphor could be introduced to organization studies to elaborate on those organizational concepts that call for self-organization, self-similarity, similarity persistence in different organizational levels, symmetrical expansion, homogeneous discipline and quality, omnipresent controlling measures, and growth, as well as the organizational processes and procedures that require recursion. Organizational power is an abstract entity which could precisely be explained via a metaphorical fractal. Thus, Sierpinski Triangle, a familiar geometrical fractal has been applied in the paper with the purpose to unfold the fractal characteristics of the power within organizations. Such an approach presumes power characteristics as hierarchical, pyramidal, distributive, recursive, accumulative, dependent, comparative, and unequal. The discussions through the paper could contribute to future organization theorists to form an idea on two ubiquitous concepts of organizational power: directionality and dimensionality. Moreover, the paper theorizes the triangular combination of need, interest, and relationship as ontological elements of potential power and a fourth entity (enforcement) in combination with the three previous elements as the necessary elements of every pragmatic power.
Journal Article
Contesting the corporation : struggle, power and resistance in organizations
In an age when large corporations dominate the economic and political landscape, it is tempting to think that their power goes largely unchecked. Building on a wide range of theoretical sources, the text presents an analysis of the different ways in which power operates within the workplace.
Book
Job engagement, perceived organizational support, high-performance human resource practices, and cultural value orientations: A cross-level investigation
Drawing on social exchange theory, we developed and tested a cross-level model of organizational-level predictors of job engagement. Specifically, we examined the impact of high-performance human resource (HR) practices on employee engagement and work outcomes. Based on a sample of 605 employees, their immediate supervisors, and HR managers from 130 companies, our results indicated that high-performance HR practices were directly related to job engagement as well as indirectly related through employees’ perceived organizational support. In turn, job engagement was positively related to in-role performance and negatively related to intent to quit. Culture was found to act as a critical contextual factor, as our results also revealed that the relationship between HR practices and perceived organizational support was stronger when collectivism was high and when power distance orientation was low. Overall, the findings shed new light on the processes and conditions through which employee work-related outcomes are enhanced owing to high-performance HR practices.
Journal Article
The power of shared positivity: organizational psychological capital and firm performance during exogenous crises
This study examines the influence of organizational psychological capital on the performance of small and medium-sized companies (SMEs) during crises. We argue that SMEs use their intangible resources to cope with difficult situations such as the COVID-19 pandemic. Therefore, we investigate how organizational psychological capital impacts performance and creative innovation through such intangible resources, namely, organizational citizenship behavior, solidarity, and cooperation. Methodologically, we combine structural equation modelling and regression analysis on a dataset of 379 SMEs. Our results support the notion that organizational psychological capital positively influences creative innovation of SMEs and thus performance during crises. Our research contributes to the organizational behavior literature by showing that psychological resources of SMEs can strengthen performance in times of crisis and help to prepare for future ones.
Journal Article
The Voice Cultivation Process
The upward voicing of ideas is vital to organizational performance. Yet power differences between voicers and those with authority may result in valuable ideas being overlooked. In this ethnographic, 31-month longitudinal study of a multi-disciplinary team in the healthcare sector, we examine how upwardly voiced ideas can endure to reach implementation. Of 208 upwardly voiced ideas, most were rejected in the moment, but 49 reached implementation despite appearing to be initially rejected. These ideas were kept alive by other team members who later drew upon and revived the initial ideas through what we call the voice cultivation process. We detail this process and describe five pathways through which voiced ideas stayed alive to reach implementation by overcoming different forms of resistance. We illustrate how the allyship of others can help voice live on beyond its initial utterance to reach implementation and generate change, even when the person who initially spoke up is no longer on the team or advocating for the idea. By reconceptualizing voice as a collective, interactional process rather than a one-time dyadic event, this paper develops new theory on how employees can help one another’s voice be heard to positively impact their teams and organizations.
Journal Article