Power_ Why Some People Have Itand Others Don't - Jeffrey Pfeffer [122]
14. Stan Sesser, “A Reporter at Large: A Nation of Contradictions,” The New Yorker, January 13, 1992.
15. Ibid., 57.
16. Robert A. Caro, The Power Broker: Robert Moses and the Fall of New York (New York: Knopf, 1977), 986.
12. Power Dynamics
1. Jo Silvester, “The Good, the Bad, and the Ugly: Politics and Politicians at Work,” in G. P. Hodgkinson and J. K. Ford, eds., International Review of Industrial and Organizational Psychology, vol. 23 (Chichester, UK: John Wiley, 2008), 107.
2. Ibid., 112.
3. Camille Rickets, “China-Focused VCs Depart Posts—Asia Capital Crunch to Blame?” http://venturebeat.com/2009/020/04/china-focused-vcs-depart-posts-asia-capital-crunch-to-blame, February 4, 2009.
4. Ken Auletta, “The Fall of Lehman Brothers: The Men, the Money, The Merger,” New York Times Magazine, February 24, 1985.
5. Nicholas Lemann, “The Split: A True Story of Washington Lawyers,” Washington Post Magazine, March 23, 1980.
6. See, as just one of many such tales, Alison Leigh Cowan, “The Partners Revolt at Peat Marwick,” New York Times, November 18, 1990.
7. Frederick S. Hills and Thomas A. Mahoney, “University Budgets and Organizational Decision Making,” Administrative Science Quarterly 23 (1978): 454–465; Jeffrey Pfeffer and William L. Moore, “Power in University Budgeting: A Replication and Extension,” Administrative Science Quarterly 25 (1980): 637–653.
8. Pui-wing Tam, “Venture Capitalists Head for the Door,” www.smsmallbiz.com/capital/Venture_Capitalists_Head_for_the_Door, June 5, 2009.
9. Many of these changes are detailed in “More Mr. Nice Guy: Why Cutting Benefits Is a Bad Idea,” in Jeffrey Pfeffer, What Were They Thinking: Unconventional Wisdom About Management (Boston: Harvard Business School Press, 2007).
10. Paul Hirsch, Pack Your Own Parachute: How to Survive Mergers, Takeovers, and Other Corporate Disasters (Reading, MA: Addison-Wesley, 1988).
11. Jeffrey Gandz and Victor V. Murray, “The Experience of Workplace Politics,” Academy of Management Journal 23 (1980): 237–251.
12. See, for instance, Fred L. Strodtbeck, Rita M. James, and Charles Hawkins, “Social Status in Jury Deliberations,” American Sociologial Review 22 (1957): 713–719.
13. See, for instance, Peter M. Blau, “A Formal Theory of Differentiation in Organizations,” American Sociological Review 35 (1970): 201–218; Marshall W. Meyer, “Size and Structure of Organizations: A Causal Analysis,” American Sociological Review 37 (1972): 434–440.
14. A research program called expectation states theory has produced much evidence on this point. The empirical literature on expectation states is extensive. A good review and overview can be found in Joseph Berger, Cecilia Ridgeway, M. Hamit Fisek, and Robert Z. Norman, “The Legitimation and Delegitimation of Power and Prestige Orders,” American Sociological Review 63 (1998): 379–405.
15. L. Z. Tiedens, M. M. Unzueta, and M. J. Young, “An Unconscious Desire for Hierarchy? The Motivated Perception of Dominance Complementarity in Task Partners,” Journal of Personality and Social Psychology 93 (2007): 402–414.
16. John T. Jost and Mahzarin R. Banaji, “The Role of Stereotyping in System-Justification and the Production of False Consciousness,” British Journal of Social Psychology 33 (1994): 1–27.
17. See, for instance, Rakesh Khurana, Searching for a Corporate Savior (Prince ton, NJ: Prince ton University Press, 2002).
18. See http://www.quotationspage.com/quote/364.html.
19. David Butcher and Martin Clarke, “Organizational Politics: The Cornerstone for Organizational Democracy,” Organizational Dynamics 31 (2002): 35.
20. James Surowiecki, The Wisdom of Crowds: Why the Many Are Smarter Than the Few and How Collective Wisdom Shapes Business, Economics, Societies, and Nations (New York: Doubleday, 2004).
13. It’s Easier Than You Think
1. See http://www.quotationspage.com/quote/1903.html.
2. David L. Bradford and Allen R. Cohen, Power Up: Transforming