How Does Power Affect Those Who Have It and Those Who Don't? Power Inside Organizations

Munduate, Lourdes; Medina, Francisco J.

doi:10.1002/9781119168058.ch10

Cited by 5 publications

(7 citation statements)

References 37 publications

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“…First of all, this study shows a positive relationship between perceived competences of ERs and their perceived influence on both traditional and innovative issues. This outcome is in line with the theory of bases of power (French & Raven, ), underscoring that perceived competence can be seen as expert power (Munduate & Medina, ). Expert power is typically linked to specific areas of expertise.…”

Section: Discussionsupporting

confidence: 86%

“…However, many of them define this as only cooperative. Educating management in the dualities and possibilities of a strong employee representation surely can contribute, not only to more influence of ERs but also to more cooperative relations, thereby improving the quality of decision‐making and implementation (Munduate & Medina, ). Nowadays, management education often lacks information about social dialogue and the possible benefits of institutionalized forms of employee representation, collective rights, and the role specific behaviors, which are required to perform well in these agentic dynamics (Martinez‐Lucio, 2016).…”

Section: Practical Implicationsmentioning

confidence: 99%

“…Influence and power are thus seen as two parts of the same coin. Anderson and Brion () expressed this by stating: “Power represents a source of potential influence that may or may not be realized through compliance from others (2014, p 69).” Indeed, ERs often have a large potential to influence, which is based on different sources, varying from labor law to personal competences and working relationships with management (Martínez Lucio, ; Munduate & Medina, ). Given the importance of power for organizational dynamics, social scientists have analyzed how individuals achieve power within organizational groups—that is, how they gain respect, prominence, and influence in the eyes of others (Galinsky & Kilduff, ).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Competent or Competitive? How Employee Representatives Gain Influence in Organizational Decision‐Making

García

Munduate

Elgoibar

et al. 2017

Negotiation Conflict Man Res

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Conflicts of interest between management and employees are part of organizational life. To manage these conflicts, employee representatives (ERs) often participate in organizational decision making. The objectives of this paper are to investigate the relation between perceived competences of ERs and their influence on organizational decision-making in different types of issues, and the mediating effect of ERs' conflict behaviors on these relations. To test the hypotheses, which are based on theories of power and conglomerate conflict behavior, survey data from 614 human resources directors from 11 European countries were analyzed using structural equation modelling. Results show that perceived competences are positively related to the influence of ERs on decision-making, both for traditional and for innovative issues.Perceived competence is positively related to cooperative, and negatively related to competitive conflict behavior. Conglomerate conflict behavior partly mediates the relation between perceived competences and influence. Implications for representative influence are discussed.

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Section: Discussionsupporting

confidence: 86%

Section: Practical Implicationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Competent or Competitive? How Employee Representatives Gain Influence in Organizational Decision‐Making

García

Munduate

Elgoibar

et al. 2017

Negotiation Conflict Man Res

Self Cite

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“…This result is in line with the theory of bases of power (French and Raven, 1959), underscoring that perceived competence can be seen as expert power (Munduate and Medina, 2017). If these competences are lacking in the eyes of HR managers, influence will be low.…”

Section: Competencessupporting

confidence: 70%

Improving social dialogue: What employers expect from employee representatives

Pender

Elgoibar

Munduate

et al. 2018

Econ. labour relat. rev.

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The model of social dialogue in organisations between management and employees is facing unprecedented challenges, and changing rapidly. In this new context of labour relations, experiences and expectations of each other are key drivers for the primary parties within this social dialogue. There has been little systematic research investigating the conditions for constructive social dialogue, particularly when it comes to 'soft factors', such as perceived competences, trust, influence and conflict behaviours. Addressing these issues based on theories of conflict, trust and influence, this article investigates the experiences and expectations of employee representatives (ERs) by human resource (HR) managers, their counterparts in social dialogue. The results of surveys conducted in 11 European countries indicate that, overall, employers found a model of structured dialogue with elected employee representatives useful. Furthermore, competences of ERs, cooperative conflict behaviours, informal relations and trust promoted the influence of ERs on organisational decision making and the quality of these decisions. We discuss implications for different systems of industrial relations. JEL code: J50

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“…Likewise, regarding the identities' differences and the social comparison between volunteers and paid staff, both stakeholders demand, to a certain extent, leading the organization: volunteers based on organizational values and position, and paid staff based on their expertise (Munduate and Medina, 2017). This also relates to motivation and expectations; when managerial structures are introduced in this kind of organization, particularly volunteers report that administrative duties are not their aim or even responsibility, as a natural reaction to maintaining their great positive balance between their contributions and the emotional rewards obtained from volunteering.…”

Section: Discussionmentioning

confidence: 99%

Inside “Pandora’s Box” of Solidarity: Conflicts Between Paid Staff and Volunteers in the Non-profit Sector

et al. 2020

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Non-profit organizations (NPOs) are quite complex in terms of organizational structure, diversity at the workplace, as well as motivational mechanisms and value rationality. Nevertheless, from the perspective of organizational psychology, the systematic analysis of this context is scarce in the literature, particularly regarding conflicts. This qualitative study analyzes types, prevalence, and consequences of conflicts in a large NPO considering as theoretical framework several consolidated organizational psychology theories: conflict theory, social comparison theory, and equity theory. Conflicts were analyzed taking into account volunteers' perspective, who have been the consistent protagonist in NPO research, but also considering paid staff's perspective as one of the main stakeholders in these organizations, whose relative power has increased in the past decade due to the professionalization of the NPO's sector. Results confirmed the existence of four types of conflicts: task, process, status, and relationship conflicts. Relationship conflict is the least reported type, revealing the protection factor that values and engagement with a social aim have on this organizational context. The most relevant finding is the strong difference between paid staff and volunteers in conflict perceptions, showing paid staff, overall, higher levels of conflicts than volunteers. Findings also show stronger negative consequences for paid staff compared to volunteers. Theoretical and practical implications are discussed.

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How Does Power Affect Those Who Have It and Those Who Don't? Power Inside Organizations

Cited by 5 publications

References 37 publications

Competent or Competitive? How Employee Representatives Gain Influence in Organizational Decision‐Making

Competent or Competitive? How Employee Representatives Gain Influence in Organizational Decision‐Making

Improving social dialogue: What employers expect from employee representatives

Inside “Pandora’s Box” of Solidarity: Conflicts Between Paid Staff and Volunteers in the Non-profit Sector

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