Power and Legitimacy: From Weber to Contemporary
                    Theory

Gordon, Ray

doi:10.4135/9780857021014.n14

Cited by 15 publications

(8 citation statements)

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“…In addition to these elements, there can be important processes of legitimation at play, and these can have a major influence on how the outcomes of resettlement are viewed by those who are induced to move. In this article, legitimation, a theme long-studied in the political sciences (Gordon, 2009), is understood as a process through which the exercise of power by the powerful in society is justified (Swartz, 1997). According to Engelstad (2009), in contrast to economic considerations, legitimacy is inherently a cultural phenomenon, 'expressed by signs and arguments, referring to religious or political doctrines, popularised through slogans, publicised through posters, public decorations and monuments' (p. 213).…”

Section: The Mobilization Of Legitimizing Narrativesmentioning

confidence: 99%

Resettlement as climate change adaptation: what can be learned from state-led relocation in rural Africa and Asia?

Arnall

2018

Climate and Development

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There is growing interest in helping people in developing countries cope with climate change by reframing population relocation as an adaptation strategy. However, there is also ongoing uncertainty surrounding what the advantages and disadvantages of resettling poor and vulnerable communities might be. This article helps address this knowledge gap by considering what might be learned from recent and ongoing state-led relocation programmes in rural Africa and Asia. It draws on a review of planned displacement and resettlement in eight countries, and six months' experience researching a relocation programme in central Mozambique, to make three arguments: first, there is a need to uncover long-standing governmental perceptions of rural populations and the ways in which these affect state-led responses to climate shocks and stresses; second, it is necessary to develop a more sophisticated understanding of human choice, volition and selfdetermination during resettlement as adaptation; and third, greater attention should be paid to how development narratives are generated, transmitted and internalized during climate-induced relocations. Taking into account socioeconomic, political and historical realities in these ways will help to avoid situations in which present-day interventions to assist populations experiencing or threatened by climate displacement simply repeat or reinforce past injustices.

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Section: The Mobilization Of Legitimizing Narrativesmentioning

confidence: 99%

Resettlement as climate change adaptation: what can be learned from state-led relocation in rural Africa and Asia?

Arnall

2018

Climate and Development

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“…In traditional thinking, Max Weber considered vertical power emerging from the formal aspects of organizations including knowledge of production and organizational operations as well as from ownership (Hardy and Clegg 1996). Organizational structures such as bureaucracies and hierarchies reinforce this power (Gordon 2009). Another way of exploring organizational power is through analysis of horizontal power differences.…”

Section: Changing Traditional Courtroom Workgroups With Ps Court Modelsmentioning

confidence: 99%

Roles and Power within Federal Problem Solving Courtroom Workgroups

Rudes¹,

Portillo²

2012

Law & Policy

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Problem solving (PS) courts (e.g., drug, family, gang, prostitution, reentry) are becoming more commonplace. Today, PS courts exist or are planned in nearly all of the ninety‐four U.S. federal districts. These courts focus on integrating therapeutic jurisprudence into the courtroom environment while emphasizing group decision‐making processes among courtroom workgroup members. In this legal setting, courtroom workgroup teams, regularly consisting of judges, prosecutors, defense attorneys, probation officers (POs), and treatment providers engage a collective, case management approach to decision making with shared power among team members. However, despite the court's therapeutic and collaborative design, we find that POs wield powerful influence in decision making. Informed by sixteen months of qualitative fieldwork, including semistructured interviews, observation of courtroom workgroup meetings, and court observations in five federal PS courts in three federal districts, we find that POs exert undetected informational, technical, and relational power within the PS courtroom workgroup. This role and its accompanying power transforms POs into key decision makers, regardless of PS court type, workgroup dynamics, and decision‐making style. The POs' role makes them critical contributors to the outcomes in federal PS courts with important implications for punishment decisions in the federal justice system. With an increasing number of PS courts currently in the planning stages at the federal level, our study has implications for the structure and decision outcomes in these growing courtroom workgroups.

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“…They are recognised as having a considerable degree of power 'over' [37]; they shape key aspects of organisational life such as reward systems and voice mechanisms, as well as many processes and policies [38]. A contribution of more contemporary analysis of power with respect to labour process theory [31,39] is the inclusion of Foucaldian and Gramscian perspectives which examine the diffusive, inculcating nature of power whereby subjects-in this case workers-internalize and accept the norms values and goals of management as legitimate and become self-regulating. Thus, management can be 'powerful in' [35] shaping what is accepted and legitimate within organisations.…”

Section: Coercive and Internalized Forms Of Managerial Controlmentioning

confidence: 99%

“It’s Not Us, It’s You!”: Extending Managerial Control through Coercion and Internalisation in the Context of Workplace Bullying amongst Nurses in Ireland

et al. 2021

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This article investigates why workers submit to managerial bullying and, in doing so, we extend the growing research on managerial control and workplace bullying. We employ a labour process lens to explore the rationality of management both engaging in and perpetuating bullying. Labour process theory posits that employee submission to workplace bullying can be a valuable method of managerial control and this article examines this assertion. Based on the qualitative feedback in a large-scale survey of nurses in Ireland, we find that management reframed bullying complaints as deficiencies in the competency and citizenship of employees. Such reframing took place at various critical junctures such as when employees resisted extremely pressurized environments and when they resisted bullying behaviours. We find that such reframing succeeds in suppressing resistance and elicits compliance in achieving organisational objectives. We demonstrate how a pervasive bullying culture oriented towards expanding management control weakens an ethical climate conducive to collegiality and the exercise of voice, and strengthens a more instrumental climate. Whilst such a climate can have negative outcomes for individuals, it may achieve desired organisational outcomes for management.

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Power and Legitimacy: From Weber to Contemporary Theory

Cited by 15 publications

References 0 publications

Resettlement as climate change adaptation: what can be learned from state-led relocation in rural Africa and Asia?

Resettlement as climate change adaptation: what can be learned from state-led relocation in rural Africa and Asia?

Roles and Power within Federal Problem Solving Courtroom Workgroups

“It’s Not Us, It’s You!”: Extending Managerial Control through Coercion and Internalisation in the Context of Workplace Bullying amongst Nurses in Ireland

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