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The Power Theory

The Power Theory. Seyedreza Mousavi April 2012. Section 1. The Power Theory. Terminology. The power of actor O over P is the maximum amount of resistance on the part of P which can be potentially overcome by O. Power VS Influence Power is maximum possible influence Power VS Authority

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The Power Theory

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  1. The Power Theory SeyedrezaMousavi April 2012

  2. Section 1 The Power Theory

  3. Terminology • The power of actor O over P is the maximum amount of resistance on the part of P which can be potentially overcome by O. • Power VS Influence • Power is maximum possible influence • Power VS Authority • Authority is legitimated power

  4. Power VS Status • Status is the extent to which an individual is respected, admired, and highly regarded by others • Power is the extent to which an individual can control others' outcomes • Power and status have similar, positive, effects on judged dominance • High power without status is associated with low warmth, but power with status is judged warm

  5. Originators • Thomas Hobbes (1651) • Political Philosophy • French an Raven (1959) • Sources of Social Power • Emerson (1962) • Power-Dependence Relations • Evan (1966) • Power between Organizations • Salancik and Pfeffer (1974) • Power within the Organization

  6. Psychological Change • Ch(a) = S2(a) – S1(a) • If the change is due to act of B, we call it influence. • Only direct effects are considered • Only stable structures not momentary stimulus are considered • Degrees of dependence = S2(a) – S3(a) • Observability as a basis for dependence

  7. Bases of Power • Reward power • Coercive power • Legitimate power • Referent power • Expert power

  8. Reward Power • P’s perception that O can mediate the reward • The strength of reward power increases when • the magnitude of perceived reward increases • the probability that O can mediate the reward increases • Reward power depends on O’s existence • Time effect: increases the attraction, decreases the resistance, referent power

  9. Coercive Power • P’s perception that O can mediate the punishment • The strength of coercive power increases when • the magnitude of perceived negative valence increases • the probability that O can mediate the punishment increases • Coercive power depends on O’s existence • Time effect: decreases the attraction and increases the resistance

  10. Legitimate Power • P’s perception that O can prescribe the behavior • Bases for legitimate power: • Cultural values • Acceptance of social structure • Designation by a legitimizing agent • Range of legitimate power: • The areas in which legitimate power may be used

  11. Legitimate Power • Legitimate power may result in reward or coercive power. • Independent effect • Observability does not play any role • The more legitimate the coercion, the less it will produce resistance and decreased attraction

  12. Referent Power • P’s identification by O • Could be present with other sources of power • Based on attractiveness of O for P • Reference groups and prestige suggestion • Greater attraction

  13. Expert Power • P’s perception that O has some special knowledge • P evaluates O against his knowledge or an absolute standard • Exertion of expert power in areas other than where the expertise come decreases the expert power

  14. French and Raven- Summary • The stronger the basis, the greater the power • Referent power has the broadest range • Exertion of power outside the area or range reduces the power • Reward and coercive powers are dependent on O and observability increases this dependency • For legitimate, referent, and expert power the dependency decreases over time and observability has no effect on the dependency

  15. The Gap French and Raven Salancik and Pfeffer Interpersonal dependence Group dependence Vertical dependence Horizontal dependence

  16. Rationality • Uncertainty • Lack of bureaucratic decision mechanism • Even in bureaucratic organizations interpretations about details may be different • Legitimate power decreases uncertainty • Disagreement

  17. Bases of Subunit Power • Each subunit provides some resources to the organization • Subunit power • Size of the contribution • Scarcity of the resource • Value of contribution to the organization

  18. Power Use

  19. Power Ineffectiveness • When no resource is available • When allocation of the resources is determined by law, norms, and external agency • http://www.youtube.com/watch?v=BXGQqwVb018

  20. Section 2 Power Theory in IS Research

  21. Successful Implementation of IS-based Solutions • The match between power distribution as the result of solution and power distribution from other sources of power • The higher the match, the less the resistance

  22. Successful Implementation of IS-based Solutions • Organization paradigm • Culture • Values • Climate • Unique features that can be maintained or transferred via specific language, ceremonies, symbols, settings, and organizational myths and sagas • Agreement on goals and technology

  23. Implication of Power Theory in Organizations • Decision making in organizations are much less ordered and much more political • As a matter of fact, IT-based solutions should be analyzed both from the perspective of decision process models and from the perspective of organizational power and politics. • Measurement difficulties • Structural factors are more important in IS adoption instead of processual factors

  24. Stable and bureaucratic organizations Reward Power Position Coercive Power Sources of Power Complex Organizations Highly decentralized decision process, Free communication Loose structure Legitimacy Legitimate Power Competence and Person Referent Power Expert Power

  25. List of Journals • MISQ • ISR • JMIS • Information and Management • CACM • DSS • EJIS

  26. IS Relevance • IS Success • The Contingent Effects of Management Support and Task Interdependence on Successful Information Systems Implementation, MISQ, 2003 • Top Management Support, External Expertise and Information Systems Implementation in Small Businesses, ISR, 1996 • Empirical Evidence for a Descriptive Model of Implementation, MISQ,1978 • Information System Success: Individual and Organizational Determinants, ISR, 2006 • ERP systems adoption: An exploratory study of the organizational factors and impacts of ERP success, Information and Management, 2007

  27. IS Relevance • IS Success • Managing Telecommunications by Steering Committee, MISQ, 1992 • Personal Computing Acceptance Factors in Small Firms: A Structural Equation Model, MISQ, 1997 • An Empirical Investigation of the Factors Affecting Data Warehousing Success, MISQ, 2001 • Exploring Individual User Satisfaction Within User-Led Development, MISQ, 1993

  28. IS Relevance • Strategic IS • Organizational power and the information services department, Communications of the ACM, 1984 • Information Systems for Competitive Advantage: Implementation of a Planning Process, MISQ, 1985 • Dimensionality of the Strategic Grid Framework: The Construct and Its Measurement, ISR, 1999

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