Power in Organisations
How does power operate in organisations? There is an extensive literature on this topic in organisation and management science. Here's a brief overview of three different forms of power: visible, hidden, and invisible.
ππ’π¬π’ππ₯π ππ¨π°ππ« (situational): refers to actors' ability to force compliance through direct coercion. They posses this power due to 1) their position, 2) their control over resources, or 3) their personality.Β
ππ’ππππ§ ππ¨π°ππ« (situational): refers to actors' ability to manipulate and set the agenda. Hidden power enables actors to shape what issues are considered important or relevant. It does not involve direct coercion. Actors possess this power due to 1) their control over information flows, 2) their ability to set rules and criteria, 3) and their ability to shape expectations.Β
ππ§π―π’π¬π’ππ₯π ππ¨π°ππ«Β (systemic): refers the ability to shape the norms, values, and beliefs within an organisation or sector. Domination is achieved by fostering shared assumptions and ideals that influence people's preferences and attitudes. This is done in a myriad of ways, including through discourse, organisational culture, surveillance, and institution building. Invisible power even shapes people's sense of self, including their emotions and identity. It does not involve coercion or manipulation. Actors don't "possess" this power, but they can wield it to achieve their goals - especially when they possess visible and/or hidden power.
For a detailed discussion, see
Fleming, P., & Spicer, A. (2014). Power in management and organisation science. The Academy of Management Annals, 8(1), 237β298.
For a useful analytical tool, see
