Academy of Management Review2014-11-05 10:26 PM

Authority at Work: Internal Models and Their Organizational Consequences

Abstract

This article focuses on how organization members authorize and deauthorize both others and themselves in the course of doing their work. We argue that these authorizing processes are shaped, in part, by enduring, often unacknowledged stances toward authority itself. In turn, we suggest that these stances are enacted in similar ways across hierarchical and collaborative work arrangements and across various roles and positions. These stances are--as Hirschhom (1990) suggested--internalized models. Working from a theoretical framework that combines concepts from developmental and clinical psychology, group dynamics, and organizational behavior, we define and illustrate three types of internal models of authority: dependence, counterdependence, and interdependence. We offer propositions about how these internal models influence organization members' behaviors during task performances generally, and more specifically, as members of hierarchical dyads and work teams. We also suggest propositions about how these internal models of authority are triggered and change in the context of organizational life. Finally, we offer research methods and strategies by which to empirically examine these propositions.


Full Article

KEYWORDS

SHARE & LIKE

COMMENTS

ABOUT THE AUTHOR

Academy of Management Review

The Academy of Management Review (AMR) is ranked among the top five most influential and frequently cited management and business journals. AMR is a theory development journal that publishes the highest quality conceptual work. Impact Factor: 7.817.

0 Following 10 Fans 0 Projects 71 Articles

SIMILAR ARTICLES

AbstractThis article applies the convergent insights of institutional and resource dependence perspectives to the prediction of strategic responses to

Read More

AbstractThe complexity of political, regulatory, and technological changes confronting most organizations has made radical organizational change and ad

Read More

AbstractThis paper describes the process of inducting theory using case studies—from specifying the research questions to reaching closure. Some featur

Read More

AbstractManagement scholars have long separated the study of work and diversity, assuming that the nature of work itself is not affected by race or gen

Read More

AbstractWe argue that under certain circumstances crowdsourcing transforms distant search into local search, improving the efficiency and effectiveness

Read More

Impact Factor: 7.817#1 of 172 journals in the category of "Management." #1 of 110 journals in the category of "Business."*2013 Journal Citation Reports

Read More

AbstractWe investigate the organizational pursuit of seemingly impossible goals—commonly known as stretch goals. Building from our analysis of the mech

Read More

AbstractWhat happens when an employee generates a new idea and wants to further explore it but is instructed by a manager to stop working on it? Among

Read More

AbstractWe create a taxonomy of hybrid governance forms and develop a formal theory that predicts when a given hybrid form will be efficient. Our model

Read More

AbstractWe define management innovation as the invention and implementation of a management practice, process, structure, or technique that is new to t

Read More