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Assessing the Political Landscape: Structure, Cognition, and Power in Organizations

David Krackhardt
Administrative Science Quarterly
Vol. 35, No. 2 (Jun., 1990), pp. 342-369
DOI: 10.2307/2393394
Stable URL: http://www.jstor.org/stable/2393394
Page Count: 28
Subjects: Business Management & Organizational Behavior Sociology Public Policy & Administration
Find more content in these subjects: Business Management & Organizational Behavior Sociology Public Policy & Administration
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Abstract

This paper argues that an accurate cognition of informal networks can itself be a base of power, above and beyond power attributable to informal and formal structural positions. To explore this claim, a small entrepreneurial firm was studied. Perceptions of the friendship and advice networks were compared to "actual" networks. Those who had more accurate cognitions of the advice network were rated as more powerful by others in the organization, although accuracy of the friendship network was not related to reputational power.

Notes and References

This item contains 45 references.

[Footnotes]
  • 5
    This reference contains 3 citations:
    • Hubbell (1965)
    • Bonacich (1987)
    • Sa- lancik (1986)
  • 8
    This reference contains 4 citations:
    • Doreian, 1980
    • Dow, Burton, and White, 1982
    • Doreian, Teuter, and Wang, 1984
    • Krackhardt, 1988
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