Suchergebnisse

Organizations are viewed as systems of governance. A distinction is made between formal structure and governance structure, and a network perspective is adopted to investigate the correspondence between them. This paper reports on an exploratory investigation of governance in an R&D laboratory in which decision-making power is found to be concentrated in an elite cadre of managers and experts who are also centrally located in the interaction network. The article discusses the utility of the concept of governance in enriching our perspective on organizational structuring.

This paper examines the relationship between individual and structural explanations of attributions of power across two domains: administrative decisions and technical decisions. An assessment is made of the relative importance of member level variates against contextual variates as determinants of perceived power. The results suggest that contextual effects are far stronger than member level variates. Among member level characteristics, an incumbent's formal status is found to be a primary determinant of his perceived administrative power, while his expertise is a better predictor of his perceived technical power. The formal structure outweighs the interaction network as a context for understanding attributions of power.