This article examines the way in which recent critiques of the concept of power, notably by Clegg and Lukes, can be taken into account in the study of organizations. It is argued that this can best be done if we utilize the concepts of values and interests as well as the concept of power. Doing so allows us to consider the way in which advantage is distributed in an organization, and the contexts in which power is and is not used. Six patterns of organizational action are identified, using the concepts of values and interests, and their consequences for the exercise of power are examined. In conclusion it is argued that an understanding of power must utilize elements of both bureaucratic and political models of organizations.
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