Power and Politics in Organizational Change/Macro Organizational Behavior Dissertation
Abstract
This paper examines the interplay of power and politics in organizational change, investigating how political capital and the strategic role of acquaintances drive transformation. Acquaintances are not permanent members of the organization, and they make up the macro-organizational environment of an organization. As part of organizational change, resistance management, building alliances, and leveraging political capital are essential strategies. This research has taken the approach of leveraging political capital in organizational change. The strategy has also studied the role of power and politics in the organizational change process. Within this, it has focused on the role of acquaintances and various approaches have been studied to implement organizational change. The research has ultimately noted the need for more research on the role of acquaintance in the organizational change process.
Keywords:Power, Politics, Organizational Change, Political Capital, Acquaintances
Introduction
Change is a reality, and every organization ensures change management to stay relevant in the external environment. The change process is adopted within the organization and must involve all stakeholders, including employees and those in executive positions. Change is of different types, but the change process is effective and well-representative when it is transformational and transforms the organization. In this context, power dynamics and politics play a considerable role in letting organizational change happen. For this purpose, various strategies come into action, prominently resistance management, alliance building, and leveraging on the political capital in the organization (Tildesley et al., 2022). It implies that the top leadership aims to manage the resistance so that change runs smoothly. It focuses on increasing its support by building alliances so that an integrated and concerted effort is behind the change management process. The most important aspect is to know which resource each strategy has to motivate people to work together in the change management process.
Structure of the Paper
This conceptual paper has been divided into five major parts. The most significant part of the paper is the second chapter, which reviews previous studies on variables involved in the study. The first chapter has introduced the topic and included research questions to be answered in the coming pages. The third chapter is the short methodology adopted for the analysis, which has helped reveal the method with justification. Then, the fourth chapter presents a discussion on the literature review, which is the data to be analyzed after synthesis. The discussion section has focused on variables used in the study, and the second main focus is to identify and explain the gap in research. The fifth and last chapters conclude the survey and reveal its significance. There is an abstract before the introduction section, which is the first chapter of this research.
Research Questions
The following three questions have been focused in this paper:
- What is it about acquaintances that obligate individuals?
- How effective is an obligation based on acquaintance?
- Does reliance on acquaintance as a form of political capital contravenes moral standards?
The above research questions focus on the role of acquaintances in an organization that is going to embrace organizational change. Power and politics play their role in a change process, and there are collaborations and interactions to make this happen. In this context, acquaintances of occupational and social perspectives emerge, which influence an organizational culture. As a result, these acquaintances form a political capital needed for the organizational change process. The paper is going to answer these questions and further elaborate on them to help understand the context of power and politics in organizational change.
Review of Literature
This part of the paper is the longest and has central importance as it is a conceptual paper. This chapter has reviewed previous studies on variables included in the survey, such as power, politics, and the political capital needed for organizational change. The focus has been on the strategy of leveraging political capital as a result of a mutual sense of obligation based on occupational and social acquaintances. Then, it focuses on the effectiveness of this obligation, and then it follows a discussion of moral standards. A little focus is on strategies like resistance management and alliance building, as they are vital in power and politics in the organizational change process.
Power In Organizational Change
Research has studied power in organizational change and has various viewpoints. Research finds that power is a tool that enables change in an organization. Different sources of power give authority to those who implement change (Lawrence & Buchanan, 2017). This authority offers them the power and the ability to control things. It gives them the ability to set the direction of the change process and meet set goals. Power contributes to the decision-making process and helps to influence others in the organization. Research notes that influence is vital to orient the change process and the direction in which the organization should move ahead (Klein, 2017). Research has taken a positive view of power as well, that it is not to control others all the time. Research has noted that collective goals direct the dynamics of change and the way it is going to be implemented (Klein, 2017). There are many voices, perspectives, and views in an organization which should be streamlined to achieve collective goals.
The problematic side of power in an organization and the change process is related to its distribution. Research has cautioned that power is not evenly distributed in an organization where top executives and employees have considerable differences in terms of power distribution. Organizational structure has a hierarchy that distributes power and authority among employees of different levels (Mechanic, 2016). Formal roles and personal networks are means of power as well. Access to these means brings more power and control over things (Pfeffer & Salancik, 2015). Organizational change initiatives need to consider the source of power and those in power.
Power and the role of change agents are important factors. Change agents possess power, and their influence on decision-making and resource allocation affects the change process considerably. A balance between power and ethical considerations is essential, and the use of power should be human-friendly and ethical. Power has the potential to shape narratives that set new standards of doing things. Research has noted that the ability to build new narratives helps to smooth and pave the way for others to follow (Vaara et al., 2016). A change process leads them to a new destination, and the power to create a new narrative helps them in that end.
Politics In Organizational Change
Politics has been studied with lobbying and forming coalitions and alliances in a system. Research that has studied politics in an organizational context resembles politics at a national level. An individual or a group wants to win over others based on his narrative and viewpoint. In the context of the organizational change process, politics plays an assisting role in forming opinions and meeting set objectives (Buchanan & Badham, 2020). Formation of alliances is an essential activity in politics as part of the organizational change management process. Research has noted that alliances ensure having a coalition and a firm support base to own changes introduced in the change management process. It increases ground-level support and hires individuals who take the time to defend the change narrative being introduced in the organization. Alliance building is an essential strategy in an organizational change management process that is going to be reviewed in the coming section. Likeminded individuals ally, and there is room for negotiation on matters disagreeing (Tattersall, 2020). Bargaining takes place to have common ground for all employees and stakeholders involving the organizational change management process. Conflict resolution, negotiation, and interaction on disagreements are valuable points of politics in organizational change.
An important strategy to let power and politics make organizational change happen is resistance management. This strategy focuses on removing obstacles coming in the way of the organizational change process. An explanation of this strategy is in a coming section that reviews studies on resistance management. At this point, it is worth noting that research has considered it. Resistance management and navigation of obstacles are vital components of leadership and politics in an organizational context. Research has also stated that power and relevant political strategies help to pave the way (Burnes, 2015). An important objective is to remove obstacles and equip members to take the narrative going to be implemented. Political skills call for employees to take the rhetoric of change and spread it with responsibility.
Power and politics ensure the change management process, and in so doing, various practices come into play. Research has shown how different strategies work for people in authority so that the change process can take place in the organization (Fernandez & Rainey, 2017). This section concentrates on the strategy of leveraging political capital in the context of research questions and organizational change. Two other strategies are also part of the review that are vital in organizational change management: resistance management and alliance building.
Resistance Management
Resistance management is a strategy worth giving enough importance in the organizational change process. Research notes that individuals tend to favor the status quo and do not feel better about change. It brings new roles and responsibilities after the change takes place (Buchanan & Badham, 2020). Uncertainty and fear of losing their current positions and roles motivate employees to go against the change process. It brings resistance that the leadership needs to overcome.
Research notes that resistance management is a suitable strategy in the hands of the leadership and executives through which they shape the environment in an organization. The relationship between power and politics is also there that defines how to manage an existing resistance to the change process (Hall, et al., 2017). The change management process also shows how people move from recognizing the need for change to becoming part of the change management process.
The research has noted that resistance management is an effective strategy that relates to building alliances and winning support from internal stakeholders. power ensures how to manage resistance and keep everyone in line with broader objectives. It also acts to overcome resistance if it goes out of control. Power is defined as the ability to overcome resistance, and it applies to others. Leadership or top executives use their will and power to get the desired results. Leadership ensures being consistent with the overall interests and objectives so that resistance can be lowered. The research has noted that the level of resistance can be there at all levels, from top to bottom (Hussain, et al., 2018). Better communication and shared goals at the organizational level ensure that everyone in line is aligned with the alliance-building strategy.
Alliance Building
Alliance building is a strategy that works in power and politics at the time of the organizational change process. Power exerts influence on others, while suitable leadership strategies communicate the common and shared purpose of the change process. It leads to alliance building needed for implementing the change process. Research studies and theories on introducing the change process have emphasized building alliances or coalitions before introducing the change process. Alliance can include individual individuals from professional or occupational circles and outside of the organization (Tattersall, 2020). The role of acquaintances and like-minded people outside of the organization is vital in helping to form the alliance needed for the change process.
The formation of coalitions and alliances within the organization helps to remove obstacles in the way of the change process. It focuses on streamlining efforts and actions being carried out in the organization. Resistance is not friendly to the change process, and it does not contribute to positive outcomes. Research studies on the importance of diversity define the value of differences in an environment (Albers et al., 2016). However, this difference should be different from the level that hurts a cohesive and coordinated environment in the workplace—building an alliance and formation of a coalition come to the rescue for the organizational change process.
In the political scenario, the role of alliance building relates the topic to politics. Politics uses lobbying and the formation of like-minded teams for the success of an ideology to be introduced. There are different forms of power. A healthy and coordinated climate in an organization is possible only through a friendly mode of power. Coercive and threatening use of power cannot work as it cannot win people’s views (Béland & Cox, 2016). Motivation strategies also start with communication. Atwo-way communication is beneficial for both individuals and policymakers. Policymakers and top management implement strategies and ensure motivation so that employees or employees in the organization are along the change management process. It is one of the strategies for organizational change based on power and politics.
Leveraging Of Political Capital
Power and political effort play their role at different levels in the organization, including individual, group, and organizational levels. One of the most critical dimensions for implementing change based on power and politics is to leverage political capital. Political dynamics and their different aspects and faces play their role at various levels, such as individual, group, and organizational levels.
As noted above, research has also informed us that sources of power are soft and hard. Soft sources of energy are informal and complex sources of power are formal. Political capital supports political efforts in organizations, and individuals form a solid base for implementing changes. Top management and leadership find social and occupational acquaintances necessary for implementing changes. Leveraging political capital implies utilizing the mutual and collaborative efforts of every individual that forms the reason for a change process (Kostovetsky, 2015). Meaningfulness in actions and strategies being implemented in the organization works for communicating a positive view of the change process among individuals and employees.
The organizational change process can navigate the domains along the weeds, the rocks, the high ground, and the woods simultaneously. These domains are not steps to choose one in the place of the other. Navigating the domains across these lines can help how to introduce change, and the political line is smooth and consistent. Politics and power face resistance and a need for a favorable environment for the change process. Leveraging political capital is like fighting against different domains and scenarios so that a smooth path comes to the surface (Grillo & Barreau, 2020). It includes those within the organization and acquaintances from outside of the organization. It is like stakeholder orientation, where acquaintances play a crucial role in facilitating or hindering the change process.
The weeds are informal networks that might hinder and prevent legitimate changes from being implemented. The strategy to counter the weeds of these informal networks is to identify brokers and fill in gaps so that change takes place. The development of counter-narratives is a vital strategy to combat narratives against the planned change. The role of employees within the organization and those outside of it, like acquaintances, forms the social capital needed for the introduction of the change process. The rocks refer to the severe and solid presence of stakeholders or individuals in the way of change or the formal functioning of an organization (Grillo & Barreau, 2020). The way to counter these rocks is to consult with the formal authority that helps pave the way toward success.
The high ground refers to forming coalitions and teams of like-minded people. It takes place within the organization, and it can involve acquaintances outside of the organization. More research studies on the role of acquaintances in the change process are needed. However, their role is understandable, and influential stakeholders can come from inside or outside of the organization (Grillo & Barreau, 2020). Building coalitions is a strategy to build the high ground, and it also works to introduce change in the organization.
The best way for organizational change is to understand the cultural norms and the environment of the organization. It refers to the woods that understanding cultural norms is the process that helps to adapt the approach (Grillo & Barreau, 2020). The role of acquaintances comes in this respect as the formation of a coalition and dealing with various factors involving employees within the organization and acquaintances from outside of the organization.
Strategies To Deal with Challenges on The Way of Organizational Change
The strategy to deal with the weeds is to identify brokers who refer to influential individuals. It is the place where acquaintances can adjust as these are informal networks. It is the role of the organizational leadership to identify and recognize them so that their influence supports the change process. It is more important from a political perspective that influential individuals are on the same line as the organizational strategy. Communication is an integral and central attribute in meeting these expectations.
The strategy to deal with the rocks is to remain formal and follow the authority in the hands of formal relationships in the organization. Formal authority structures and rules are substantial hurdles in the way of the change process. The change management process deals with it by realizing its existence and inevitable presence. Politics calls for aligning them all, as politics is all about lobbying and finding common ground. The use of power is challenging here. The research has noted that these rocks are formal authority pillars in the organization, and they have their value and solid presence. Fighting against them cannot work, and it is also worth noting that the role of acquaintances is little in these rocks. This is due to the informal and social aspect of acquaintances (Grillo & Barreau, 2020). Navigation of the change process should be smooth and consensus-based, and it should not challenge organizational norms directly.
The high ground is the strategic vantage point that is to reflect influential stakeholders and decision-makers. They come from within the organization, and they can also come from outside, like stakeholders and acquaintances. An important part that relates to acquaintances or social capital is to align with influential stakeholders. Relationship building with influential and external stakeholders can help to propel change remarkably (Tildesley et al., 2022). Collaboration acts as an excellent strategy to embrace challenges in the way of organizational change.
Organizational change management strategy in dealing with the woods is valuable in that it is through the identification and recognition of organizational norms and culture. The traditional and implied requirements within the organization and of acquaintances are valuable to the organizational change management process (Buchanan & Badham, 2020). The strategy to blend into the environment and be integrated helps to pave the way for success and ensure organizational change.
Mutual Sense of Obligation
The organizational change process demands a mutual sense of obligation, and the role of employees from within the organization and contacts forming social capital is vital in it. Political capital comprises employees and their contacts as well as acquaintances (Flap & Boxman, 2017). However, research finds a clear gap in the role of acquaintances if they contribute to the change process. Mutual obligation in the change process leverages political capital and has a positive influence. Ideas and change initiatives get sider support, and mutual obligation has broader ownership of events happening in the organization.
In the case of acquaintances, they feel obligated to participate in the change process when they find a collaborative and mutually respectable environment. The feeling of obligation becomes shared, and it displays trust across internal stakeholders in the environment. Research has demonstrated that mutual obligation brings emotional ties and connections. Social-level acquaintances and relationships bring positive outcomes for all. Endorsement from acquaintances or neutral social circles is genuine support, and it does not refer to emotional ties (Lin, 2017). Their stakes with the organization are selfless as they are not a permanent part of it. They are studying the role of stakeholders linked with the role of acquaintances in an organizational change process.
It is the room for the organization to build a mutual sense of obligation across different stakeholders and society pillars. The impact is long-term and deep-rooted when it comes to the role of social support and political capital influenced by acquaintances. They only have a transactional mindset sometimes. Instead, they benefit the organization by a rich source of information. Organizational members with the link of acquaintances and social circles can have a more representative and comprehensive role in getting things changed. The mutual obligation is like the coalition that is needed during any change management process (Claridge, 2018). It also resembles lobbying in politics and having a ground base to exert power. In this respect, the strategy of leveraging political capital brings positive outcomes for the change process in an organization.
Occupational Acquaintances
The strategy of leveraging political capital helps in exerting power for change, and it helps in the political climate of the organization. Acquaintances take place in a profession, and they help get things done within the organization. A prominent form of occupational acquaintance is the acquaintance within the professional network. It is marked by the professional network equipped with colleagues, mentors, trainers, and industry members and peers. The expected attribute playing its role is the shared goals that everyone in occupational acquaintances has common and shared objectives. It is also a sign of a mutual sense of obligation (Desai & Lele, 2017). The research has noted that professional networks benefit organizations and their strategies aimed at meeting desired results. Professional networks have high value for their direct link with the purpose pursued by the organization.
Organizational change is a multi-pronged process that involves colleagues and industry peers at the same time. Sharing and collaboration of views, resources, and endorsement is typical in a network, and a shared goal helps to streamline efforts. This concept is called reciprocity, where support and resources are exchanged between colleagues. The organizational change process and its reciprocity win the support that is required to be there in an organization. The absence of reciprocity and the presence of conflict can cause negative consequences as well (Pillemer & Rothbard, 2018). Comprehensive communication and interaction are also salient features to let change across the organization.
The concept of reciprocity is in line with collaboration that brings shared purpose into reality. Collaboration and collective effort for a common goal make impossible things possible. Occupational support and organization-wide collaboration bring collective ownership of the change process. It is also in line with interpersonal communication and information exchange. Sharing of insights and best practices towards the common goal has organization-wide common ownership. It brings a sense of mutual obligation (Desai & Lele, 2017). Employees, executives, and acquaintances in the social circle come together to meet the demands of the change process. Again, it is worth noting that there needs to be more research on acquaintances, and it shows the need for more research into it.
Social Acquaintances
Social acquaintances are not professional, but they are formed outside of work. Stakeholder orientation and the role of contacts with different segments of society make up a pool of individuals contributing to its cause and mission. An organization functions under factors concerning the macro and microenvironment. Macro-environmental factors affect the outside and motivate it to take responsive actions (Northcott et al., 2016). Social acquaintances come from outside of work and form a vital part of the outside-of-work environment.
Research has noted that social acquaintances are close members of society that affect individuals working in the organization. They have close relationships and have social interaction with the organizational members. They include friends, family members, and other stakeholders in the community (Barth et al., 2015). A salient attribute is that they have close relationships and form the social circle for an individual. Different factors play a vital role in leveraging political capital with them.
Trust and networks in society are essential factors that should be trusted when networking with members of society. Trust turns into obligation once two individuals or entities interact and work with each other over time. Trust is at the individual or organizational level, but in the case of acquaintances, it works at the individual level. Close relationships work towards attaining common goals and having trust in each other. On the other hand, social norms further bind social acquaintances as they create a climate of reciprocity (Uzzi, 2018). Reciprocity further develops responsiveness and mutual advancement of goals.
A mutual sense of obligation brings advocacy under which social acquaintances endorse mutual initiatives. Mutual endorsement brings them on one page, and they indulge in advocacy, influencing each other toward the set direction. It obligates acquaintances to work towards mutually agreed goals and objectives (Uzzi, 2018). Social acquaintances do not have a direct stake in the organization, and they bring an environment that indirectly influences others.
The presence of shared values to work collaboratively is an essential attribute of social acquaintances. Strengthening political capital carries an endorsement from both sides, and social acquaintances have little responsibility to show advancement toward common goals. They follow the behavior and actions of the organization and its employees. Mutual obligations between acquaintances and employees in the organizational context bring shared responsibility toward the change process (Barth et al., 2015). Dynamics of power and politics work in line with the concerted effort between all.
Moral Aspects
Interaction with acquaintances and their role in power, politics, and the change management process has formed a suitable and favorable climate. It can raise ethical issues because acquaintances are not permanent members of the organization (Reamer, 2018). They need proper guidance and assistance when they like to contribute to practices and actions in the organization. Leveraging political capital might consider various factors.
One of these factors is authenticity, which means that leveraging political capital is authentic and moral. Authenticity is long-term and has deep-rooted trust among employees and those who are external stakeholders. Research has noted acquaintances as external stakeholders, and they influence the organization from outside (Reamer, 2018). They might need access to information, and it is the role of the organization to provide them with authentic information and insights about its practices.
Obligations to acquaintances and employees should be balanced and ethical. Acquaintances are obligated to their connections and links with the organization. Employees and permanent members ensure that they work in line with the organizational strategies and objectives. However, their role should not be biased or one-sided, but it should be representative of all. Ideally, the situation should be a win-win between the organization and its employees. Social and political capital should also be representative in that it must balance interests to avoid conflicting interests (Gummerus et al., 2017). It calls for fairness and clarity in communication and setting objectives.
Trust and its role in mutual obligation is without any doubt. Communication should be transparent and without ill intentions. Trust building also requires transparency so that internal and external stakeholders have clarity of mind and the right direction towards their tasks and responsibilities (Reamer, 2018). Change management process and dynamics of power and politics are to shape how change takes place in the organization.
Methodology
This conceptual paper has followed a well-developed methodology in which significant decisions have focused on how to address research questions. Three important headings are part of the methodology section: research design, data sources, and analysis.
Research Design
This is a conceptual paper that started with research questions and then delved into the review of previous studies on the topic. It shows that the paper began with an open-ended approach and then expanded the review of variables in the literature review section. It helped to find studies for each variable, and then it could reach a gap in this research. For example, studies specifically on acquaintances were limited, and it emerged as the researchable gap. The research has analyzed these variables using the exploratory research design, which is an open-ended approach to solving problems or addressing phenomena.
Exploratory research design is detailed and asks wide-ranging questions like what, how, and why. The same took place with this topic that studied power and politics in organizational change. It falls under the macro-organizational behavior. The paper has narrowed research by choosing research questions on acquaintances. The focus of these research questions has been obligation based on acquaintances. The discussion on moral standards also took place, and then the focus was on political influence in the politics of organizational change. The focus on acquaintances has shaped the conceptual paper where social and occupational acquaintances were prominent. This is how the exploratory research design took an open-ended and detailed approach (Sileyew, 2019). For this purpose, it focused on power, politics, the role of acquaintances, and political capital to let an organizational change happen. Research questions have focused on acquaintances and the way they are obligated to the organization. Therefore, the research has emphasized the role of acquaintances in detail.
Data Sources
The conceptual paper relied on secondary sources for data collection. Exploratory research design allows it to collect a large amount of data. This is the reason why a large portion of this paper consisted of a literature review. The purpose was to elaborate on how variables interact, and it was worth noting that variables were integrated in a complex manner. For instance, data collection considered power, politics, and organizational change in the beginning. It provided rich data on these variables and their mutual relationship. It fell under the domain of macro-organizational behavior that formed practices to be done within an organization.
Then, the focus turned toward variables considered explicitly as part of the research questions. The most prominent variable was acquaintances, who are individuals closely linked and related to employees working in an organization. Employees could relate to acquaintances from industry and peer groups’ contexts (Nayak & Singh, 2021). At the same time, they could also relate to friends and family members. This is how the focus was on acquaintance as part of the leveraging political capital strategy. Resistance management and alliance building are two such strategies. A prominent one is leveraging political capital strategy on the back of acquaintances.
Credible data sources have provided rich information and literature needed for this research. The majority of sources are credible and peer-reviewed journal articles. Some sources are books written on the topic of power, politics, and organizational change.
Analyses
The analysis has been done by reviewing the literature and then synthesizing it. Synthesis of literature has responded to research questions to reveal how acquaintances play a role in organizational change and the dynamic relationship between power and politics. Analysis of secondary data happens with thematic analysis, and this research has made subheadings to help in reaching conclusions and findings. Ultimately, it identified a gap to know which area of research needed further attention and focus.
Discussion of the Identified Gap
The conceptual paper has found that power, politics, and organizational change processes work in a coordinated manner. In this respect, the role of political capital is of immense importance and value. It was the point where this research entered the domain of acquaintances as they obligate individuals while introducing the change management process. Change is an uncertain process, and well-prepared efforts are needed. An organization recognizes this need for better and perfect preparations. In this respect, focus on organizational change leads to focus on supportive strategies. These strategies include resistance management, building collaborations and cooperation, and leveraging political capital.
The research has further focused on leveraging political capital, where the focus has been on acquaintances and the way they contribute and get affected by the change management process. Questions developed for this research focused on how acquaintances obligate individuals, and it also studies its effectiveness. The role of moral factors is also worth exploring. Ultimately, the research has found that the role of political capital must be addressed. At the same time, it also confirms that acquaintances and their role in the organizational change process are yet to be decided (Pillemer & Rothbard, 2018). There is a need for further research as there are plenty of research studies on external suppliers. The role of acquaintances and their contribution to the change process is a new area.
However, there is a regular and consistent view from research studies when political capital has been found to work for organizational change. The element of macro-organizational behavior is working finely so that external stakeholders contribute to the performance of the organization. Leveraging political capital and having benefits for organizational change from an acquaintance is an acceptable strategy. It should be working as stakeholder orientation works, and it is the same case with acquaintances. However, there needs to be more research on the role of acquaintance, and it should be a more complex scenario. Acquaintance is obligated, and this obligation is effective in terms of results. However, an organization should be moral in dealing with acquaintances so that a win-win situation takes place between employees and the government. It has, however, confirmed that there is political influence in the politics of organizational change. At the same time, it has been confirmed that more studies are needed on the role of acquaintance in organizational change and political capital.
Conclusion
The conceptual paper concludes that the role of acquaintance is crucial as the macro-environmental factor in the change process. The role of acquaintances and the way they interact with the organization provide the required political capital. Leveraging political capital is one way to introduce change and an effort to deal with power and politics. The change management process is well-representative, and it runs across the organization. Collaborative effort and assistance can get things done. However, the paper has noticed a need for studies on acquaintance.
Along with it, there are many studies on the organizational change process and the role of power and politics in this process. However, the factor of acquaintance is a topic worth exploring and studying in detail. It should be the research direction for studies in the future.
References
Albers, S., Wohlgezogen, F., & Zajac, E. J. (2016). Strategic alliance structures: An organization design perspective. Journal of Management, 42(3), 582-614. doi:https://doi.org/10.1177/0149206313488209
Barth, S., Barraket, J., Luke, B., & McLaughlin, J. (2015). Acquaintance or partner? Social economy organizations, institutional logics and regional development in Australia. Entrepreneurship & regional development, 27(3-4), 219-254. doi:https://doi.org/10.1080/08985626.2015.1030458
Béland, D., & Cox, R. H. (2016). Ideas as coalition magnets: coalition building, policy entrepreneurs, and power relations. Journal of European public policy, 23(3), 428-445. doi:https://doi.org/10.1080/13501763.2015.1115533
Buchanan, D., & Badham, R. (2020). Power, politics, and organizational change. Sage.
Burnes, B. (2015). Understanding resistance to change–building on Coch and French. Journal of change management, 15(2), 92-116. doi:https://doi.org/10.1080/14697017.2014.969755
Claridge, T. (2018). Functions of social capital–bonding, bridging, linking. Social capital research, 20(1), 1-7. doi:10.5281/zenodo.7993853
Desai, S. P., & Lele, V. (2017). Correlating Internet, social networks and workplace–a case of generation Z students. Journal of commerce and management thought, 8(4), 802-815. doi:10.5958/0976-478X.2017.00050.7
Fernandez, S., & Rainey, H. G. (2017). Managing successful organizational change in the public sector. Debating public administration, 7-26. doi:9781315095097
Flap, H., & Boxman, E. (2017). Getting started: The influence of social capital on the start of the occupational career. Social capital, 159-181. doi:9781315129457
Grillo, L. M., & Barreau, P. P. (2020). Leadership challenges during a period of change: Unpacking a district’s efforts to diversify its teacher workforce. Journal of Cases in Educational Leadership, 23(2), 19-32. doi: https://doi.org/10.1177/1555458919887214
Gummerus, J., Liljander, V., & Sihlman, R. (2017). Do ethical social media communities pay off? An exploratory study of the ability of Facebook ethical communities to strengthen consumers’ ethical consumption behavior. Journal of Business Ethics, 144, 449-465. doi:https://doi.org/10.1007/s10551-015-2830-y
Hall, R., Edelman, M., Borras, S. M., Scoones, I., White, B., & Wolford, W. (2017). Resistance, acquiescence or incorporation? An introduction to land grabbing and political reactions ‘from below. Global Land Grabbing and Political Reactions’ from Below, 1-22. doi:9781315112565
Hussain, S. T., Lei, S., Akram, T., Haider, M. J., Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127. doi: https://doi.org/10.1016/j.jik.2016.07.002
Klein, G. A. (2017). Sources of power: How people make decisions. MIT press.
Kostovetsky, L. (2015). Political capital and moral hazard. Journal of Financial Economics, 116(1), 144-159. doi:https://doi.org/10.1016/j.jfineco.2014.12.003
Lawrence, T. B., & Buchanan, S. (2017). Power, institutions and organizations. The Sage handbook of organizational institutionalism, 477-506. doi:5018766
Lin, N. (2017). Building a network theory of social capital. Social capital, 3-28. doi:9781315129457
Mechanic, D. (2016). Sources of power of lower participants in complex organizations. Organizational influence processes, 419-430. doi:9781315290614
Nayak, J. K., & Singh, P. (2021). Fundamentals of research methodology problems and prospects. SSDN Publishers & Distributors.
Northcott, S., Moss, B., Harrison, K., & Hilari, K. (2016). A systematic review of the impact of stroke on social support and social networks: associated factors and patterns of change. Clinical rehabilitation, 30(8), 811-831. doi:https://doi.org/10.1177/0269215515602136
Pfeffer, J., & Salancik, G. (2015). External control of organizations—Resource dependence perspective. Organizational behavior, 2, 373-388. doi:9781315702001
Pillemer, J., & Rothbard, N. P. (2018). Friends without benefits: Understanding the dark sides of workplace friendship. Academy of Management Review, 43(4), 635-660. doi:https://doi.org/10.5465/amr.2016.0309
Reamer, F. (2018). Social work values and ethics. Columbia University Press.
Sileyew, K. J. (2019). Research design and methodology. Cyberspace, 1-12. doi:10.5772/intechopen.85731
Tattersall, A. (2020). Power in coalition: Strategies for strong unions and social change. Routledge.
Tildesley, R., Lombardo, E., & Verge, T. (2022). Power struggles in the implementation of gender equality policies: the politics of resistance and counter-resistance in universities. Politics & Gender, 18(4), 879-910. doi:https://doi.org/10.1017/S1743923X21000167
Uzzi, B. (2018). Social structure and competition in interfirm networks: The paradox of embeddedness. The sociology of economic life, 213-241. doi:9780429494338
Vaara, E., Sonenshein, S., & Boje, D. (2016). Narratives as sources of stability and change in organizations: Approaches and directions for future research. Academy of Management Annals, 10(1), 495-560. doi:https://doi.org/10.5465/19416520.2016.1120963
