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Warum wir tun, was andere wollen: Psychologische Determinanten informeller Macht in Organisationen

Author

Listed:
  • Bianka Knoblach

    (Geschäftsführerin der Wissenschaftlichen Gesellschaft für Management und Beratung (WGMB))

  • Dietmar Fink

    (Universität Bielefeld)

Abstract

Zusammenfassung In der vorliegenden Arbeit wird gezeigt, dass sich informelle Machtstrukturen in Organisationen anhand einer analogen Systematik konzeptualisieren lassen, wie sie üblicherweise auch der formalen Organisationsgestaltung zugrundeliegt. Mit der Adhärenz- und der Kommunikationsintention werden zwei psychologische Strukturierungsmerkmale herausgearbeitet, die mit den bürokratischen Weisungs- und Kommunikationssystemen der formalen Organisation korrespondieren. Auf ihrer Basis wird ein Strukturmodell der informellen Macht in Organisationen aufgestellt und empirisch überprüft. Die hierzu erforderlichen Skalen wurden in einem Pre-Test mit 104 Studenten entwickelt. Für den finalen Test des Modells wurden 309 Mitarbeiter aus dem administrativen Bereich unterschiedlicher Organisationen befragt.

Suggested Citation

  • Bianka Knoblach & Dietmar Fink, 2012. "Warum wir tun, was andere wollen: Psychologische Determinanten informeller Macht in Organisationen," Schmalenbach Journal of Business Research, Springer, vol. 64(7), pages 747-771, November.
    • Handle: RePEc:spr:sjobre:v:64:y:2012:i:7:d:10.1007_bf03373704
    DOI: 10.1007/BF03373704
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    References listed on IDEAS

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    1. Bagozzi, Richard P & Warshaw, Paul R, 1990. "Trying to Consume," Journal of Consumer Research, Journal of Consumer Research Inc., vol. 17(2), pages 127-140, September.
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    More about this item

    Keywords

    D23;

    JEL classification:

    • D23 - Microeconomics - - Production and Organizations - - - Organizational Behavior; Transaction Costs; Property Rights

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