Much of the strategic management literature neglects a strong consideration of the impact of internal organizational power on strategy decisions. Instead, the role of more objectively measured factors are usually emphasized, particularly aspects of the external environment. When power is considered, only its effect on strategy implementation is typically discussed. This paper argues that department power is a major factor affecting the formulation and implementation of strategy in organizations and that environmental influences are mainly indirect.
Get full access to this article
View all access options for this article.
References
1.
Anderson, C.R., & Paine, ET. (1975). Managerial perceptions and strategic behavior. Academy of Management Journal, 18, 811-823.
2.
Andrews, K.R. (1971). The concept of corporate strategy. Homewood, IL: Irwin.
3.
Beazley, J.E., & Hymowitz, C. (1986, May 5). Steel target. Wall Street Journal, p. 1-1.
4.
Brady, G. E., & Helmich, D.L. (1984). Executive succession. Englewood Cliffs, NJ: Prentice-Hall.
5.
Burrell, G., & Morgan, G. (1979). Sociological paradigms and organizational analysis. London: Heinemann.
6.
Cyert, R.M., & March, J.G. (1963). A behavioral theory of thefirm. Englewood Cliffs, NJ: Prentice-Hall.
7.
Daft, R.L., & Weick, K.E. (1984). Toward a model of organizations as interpretation systems. Academy of Management Review, 9, 284-295.
8.
Downey, H.K., Hellriegel, D., & Slocum, J.W (1975). Environment uncertainty: The construct and its application. Administrative Science Quarterly, 20, 613-629.
9.
Hambrick, D.C. (1981). Environment, strategy, and power within top management teams. Administrative Science Quarterly, 26, 253-275.
10.
Hickson, D.J., Hinings, C.R., Lee, C.A., Schneck, R.E., & Pennings, J.M. (1971). A "Strategic t contingencies" theory of intraorganizational power. Administrative Science Quarterly, 16, 216-229.
Hofer, C.W., & Schendel, D. (1978). Strategy formulation: Analytical concepts. St. Paul, MN: West.
13.
Katz, D., & Kahn, R.L. (1966). The social psychology of organizations. New York: Wiley.
14.
Langley, M. (1984, February 13). Bell battles. Wall Street Journal, p. 1-1.
15.
MacMillan, I.C., & Jones, PE. (1986). Strategyformulation: Political concepts. St. Paul, MN: West.
16.
Mintzberg, H., & Waters, J.A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6, 257-273.
17.
Mintzberg, H. (1983). Power in and around organizations. Englewood Cliffs, NJ: Prentice-Hall.
18.
Narayanan, V.K., & Fahey, L. (1982). The micro-politics of strategy formulation. Academy of Management Review, 7: 25-34.
19.
Perrow, C. (1970). Departmental power and perspective in industrial firms. In M. Zald (Ed.), Power in organizations (pp. 59-89). Nashville, TN: Vanderbilt University Press.
20.
Pettigrew, A. (1973). The politics of organizational decision making. London: Tavistock.
21.
Pfeffer, J. (1981). Power in organizations. Marshfield, MA: Pitman.
22.
Porter, M.E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York: The Free Press.
23.
Salancik, G., & Pfeffer, J. (1974). The bases and use of power in organizational decision making: The case of a university. Administrative Science Quarterly, 19, 453-473.
24.
Simon, H.A. (1957). Administrative behavior. New York: The Free Press.
25.
Smircich, L., & Stubbart, C. (1985). Strategic management in an enacted world. Academy of Management Review, 10, 724-736.
26.
Steiner, G.A. (1979). Strategic planning: What every manager must know. New York: The Free Press.
27.
Weick, K.E. (1979). The social psychology of organizing. Reading, MA: Addison-Wesley.
