“Power distance is defined as the extent to which the less powerful members of institutions and organizations within a country expect and accept that power is distributed unequally.”

Hofstede (1997, p. 28) Anthony Henry (2008) Understanding Strategic Management. p. 359.

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Geert Hofstede11

Dutch psychologist 1928

Charles Perrow (1925–2019) American sociologist

Source: 1970s, "Three Types of Effectiveness Studies," 1977, p. 101 ; As cited in: Diehl-Taylor (1997)

“States are violent institutions. The government of any country, including ours, represents some sort of domestic power structure, and it's usually violent. States are violent to the extent that they're powerful, that's roughly accurate.”

Noam Chomsky (1928) american linguist, philosopher and activist

Quotes 1990s, 1990–1994, Manufacturing Consent: Noam Chomsky and the Media, 1992

“Because your own strength is unequal to the task, do not assume that it is beyond the powers of man; but if anything is within the powers and province of man, believe that it is within your own compass also.
Marcus Aurelius”

Marcus Aurelius book Meditations

Source: Meditations

“The introduction of free competition is thus public declaration that from now on the members of society are unequal only to the extent that their capitals are unequal, that capital is the decisive power, and that therefore the capitalists, the bourgeoisie, have become the first class in society. Free competition is necessary for the establishment of big industry, because it is the only condition of society in which big industry can make its way.”

Friedrich Engels (1820–1895) German social scientist, author, political theorist, and philosopher

(1847)

“One of the greatest powers in the world is the ability to define reality and cause others to accept it. This power is even increased although negatively when one can define reality and make others accept it even when it is to their disadvantage.”

Maulana Karenga (1941) Political activist

Kawaida and Questions of Life and Struggle (2008)

“The effects of subunit power on organizational decision making and the bases of subunit power are examined in a large midwestern state university. It is hypothesized that subunits acquire power to the extent that they provide resources critical to the organization and that power affects resource allocations within organizations in so far as the resource is critical to the subunits and scarce within the organization. Departmental power is found to be most highly correlated with the department's ability to obtain outside grants and contracts, with national prestige and the relative size of the graduate program following closely in importance. Power is used most in the allocation of graduate university fellowships, the most critical and scarce resource, and is unrelated to the allocation of summer faculty fellowships, the least critical and scarce resource.”

Gerald R. Salancik (1943–1996) American organizational theorist

Gerald R. Salancik, and Jeffrey Pfeffer. "The bases and use of power in organizational decision making: The case of a university." Administrative Science Quarterly (1974): 453-473; p. 454; Abstract.