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INFORMATION CONTROL AS A POWER RESOURCE

Andrew M. Pettigrew
Sociology
Vol. 6, No. 2 (May 1972), pp. 187-204
Published by: Sage Publications, Ltd.
Stable URL: http://www.jstor.org/stable/42852925
Page Count: 18
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INFORMATION CONTROL AS A POWER RESOURCE
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Abstract

This study uses a variety of methods—reactive and unobtrusive—to operationalize the filtering of information during an innovative decision process by a gatekeeper. Specific data are presented on gatekeeping within the focal organization and also between the focal organization and other organizations in its organization set. Theoretically, the paper explores the increased possibilities for filtering information under the uncertain conditions of an innovative decision. Power is discussed both in terms of the resources which form the base of an actor's power and also the tactics of resource use. The focus on decision making as a political process provides an emphasis lacking in current organizational studies.

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