Power in Organizations

Abstract

Recent studies of intraorganizational power are based on models of interpersonal exchange. Because of the limitations of exchange theory, these studies give us static descriptions of power relations and provide little understanding of the historical processes that determine the distribution of power. Recent phenomenological approaches are similarly limited to describing members' understandings, values, and motives. An alternative approach for studying power as political process is derived from critical theory. This approach assumes that the power distributions we observe are the consequence of a dialectic between historically changing power structures and collective understandings, values, and motives. Fundamental changes in power relations occur as a result of the unintended consequences of political action. These lead to contradictions between social structures and understandings which encourage the formation of new understandings and new power structures. The critical approach retains the concepts of human intentionality and choice while recognizing the constraints of socially preformed structures and understandings.