Power Implications Within Competitive Organizations

Abstract

The power of a competitive organization is often very clear: one organization is able to impose its will upon another, dominate a competitive arena, or otherwise succeed in a contested environment. However, the implications of power within such competitive organization are tenuous: the concept organization power remains ambiguous, resists quantification, and continues a longstanding lack of research attention, particularly in a dynamic context. Building upon recent work to develop a system for visualizing and measuring dynamic knowledge in the organization, the research described in this chapter addresses the power within organizations. It also identifies important linkages between organization knowledge and power, providing a novel focus on how power is wielded and perceived in the competitive organization. This elucidates how the effects of organization power on knowledge, action and performance can be measured empirically. The use and utility of this approach are illustrated through two measurement examples, both in overtly competitive contexts. The research makes a theoretic contribution by advancing a coherent approach to dynamic knowledge measurement and by extending the understanding of organization power. It makes a practical contribution also through the organization illustrations. As such, it is likely to stimulate considerable thinking, discussion, debate, and continued research.