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What is Power, Power Relations, Power Relationships

Chapter 7
Handbook of Research on Communities of Practice for Organizational Management and Networking: Methodologies for Competitive Advantage
Power is generally perceived as either having power over something (dominant or sovereign power) or having the power to do something (productive power). In the context of the chapter, the discussion is mostly about the power of management hierarchy, that is, management has power over subordinates and tries to force subordinates to do what it wants, including sharing knowledge.
Published in Chapter:
Samson and Delilah as a Discourse of Communities of Practice
Jennifer Adelstein (University of Technology, Australia & International College of Management, Australia)
Copyright: © 2011 |Pages: 21
DOI: 10.4018/978-1-60566-802-4.ch007
Abstract
The chapter conceptualizes that an impasse may arise between management and knowledge practitioners in divulging the quantity and quality of knowledge made available for organizational use. Rather than facilitating the flow of information from knowledge practitioners to the organization, CoPs may become another conflicted terrain of unequal power relationships. While laying out these possibilities, the chapter also suggests that there could be a different outcome, one that rebalances the pendulum of power relationships for the mutual benefit and interests of both management and knowledge practitioners.
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