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Power-Maps for Organizational Change: Foucault's Archaeology as a Hypothetical Model for Mapping Strategies of Power and Resistance

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  • Constance Chay-Németh

    (School of Communication and Information, Nanyang Technological University, 31 Nanyang Link, Singapore 637718, Republic of Singapore)

Abstract

This paper explores techniques for maximizing organizational performance via the mapping of organizational knowledge and strategies of power. It explores the nexus between knowledge and strategies of power, envisioning knowledge as a practice of power embodied in organizational discourses. In order to trace organizational power-maps, Foucault'sArchaeology of Knowledgeis adopted as a hypothetical model for mapping strategies of power and resistance embedded in organizational knowledge. It is hoped that this knowledge of how power and resistance operate will enable organizations to position and plan policies when organizational change and restructuring are desired. The essay provides guidelines on how to conduct Archaeology and concludes by suggesting potential ways in which Archaeology may be applied by organizations.

Suggested Citation

  • Constance Chay-Németh, 2003. "Power-Maps for Organizational Change: Foucault's Archaeology as a Hypothetical Model for Mapping Strategies of Power and Resistance," Journal of Information & Knowledge Management (JIKM), World Scientific Publishing Co. Pte. Ltd., vol. 2(01), pages 47-52.
    • Handle: RePEc:wsi:jikmxx:v:02:y:2003:i:01:n:s0219649203000243
    DOI: 10.1142/S0219649203000243
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    References listed on IDEAS

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    1. Dosi, Giovanni & Teece, David J. & Chytry, Josef (ed.), 1998. "Technology, Organization, and Competitiveness: Perspectives on Industrial and Corporate Change," OUP Catalogue, Oxford University Press, number 9780198290964.
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