“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

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.

Adopted from Wikiquote. Last update June 3, 2021. History

Help us to complete the source, original and additional information

Do you have more details about the quote "The effects of subunit power on organizational decision making and the bases of subunit power are examined in a large m…" by Gerald R. Salancik?
Gerald R. Salancik photo
Gerald R. Salancik 10
American organizational theorist 1943–1996

Related quotes

W. Richard Scott photo

“Different subunits within an organization may confront different external demands. To cope with these various environments, organizations create specialized subunits with differing structural features. For example, some subunits may exhibit higher levels of formalization than others; some may be more centralized in decision making; some may be oriented to longer planning horizons. The more varied the types of environments confronted by an organization, the more differentiated its structure needs to be.”

W. Richard Scott (1932) American sociologist

Source: Institutions and Organizations., 1995, p. 89 (2001: 103)

“Organization structure must perform the major functions of facilitating the collection of information from external areas as well as permitting effective processing of information within and between subunits which make up the organization.”

David A. Nadler (1948–2015) American organizational theorist

Source: "Information Processing as an Integrating Concept in Organizational Design." 1978, p. 615

“I consider all large organizations troublesome, including governmental and nonprofit organizations. They concentrate power in the hands of their top management; the larger the organization, the greater the power being concentrated. There are degrees of concentration of course, and some large organizations are so disorganized that they lose much of their potential power. But size is generally correlated with these kinds of power: By deciding where to locate they determine economic opportunities for some communities and deny it to others. Their hiring decisions affect the life chances of people, and can, unless checked, favor religious, ethnic, racial, and political affiliations. As consumers of resources, they can favor certain producers over others, and not necessarily on the grounds of “efficiency.””

Charles Perrow (1925–2019) American sociologist

They can mobilize political resources to insure favored treatment better than small organizations.
Charles Perrow, in: " Organizational Efficiency vs. Power: An Email Interview with Professor Charles Perrow http://blogs.gonomad.com/blog/2005/10/organizational-efficiency-vs-power-charles-perrow.html." blogs.gonomad.com, Oct. 2005.
1980s and later

“All large organizations have an internal power struggle over the goals and resources of the organization…. In the largest firms, there are two bases of control : formal ownership and authority. Those who own the firm control by virtue of ownership. Authority relations embedded in the organizational structure legitimate how managers can control organizations.”

Neil Fligstein (1951) American sociologist

Source: The transformation of corporate control, 1993, p. 10 ; As cited in: François L'Italien, BÉHÉMOTH CAPITAL. Contribution à une théorie dialectique de la financiarisation de la grande corporation. Université Laval, 2012. p. 147 (Many of the following quotes came from this source)

N. Gregory Mankiw photo

“Economics is the study of how society manages its scarce resources. In most societies, resources are allocated not by an all-powerful dictator but through the combined actions of millions of households and firms.”

N. Gregory Mankiw (1958) American economist

Source: Principles of Economics (1998-), Ch. 1. Ten Principles of Economics; p. 4

“It [a power based model of organization] sees organizations a intentional human constructions but not necessarily rational systems guided by official goals; as bargaining areas rather than cooperative systems; as systems of power rather than coercive institutions reflecting cultural norms, and as resources for other organizations and groups rather than closed systems. If we define organizations, then, as intentional human constructions wherein people and groups within and without the organization compete for outputs of interest them under conditions of unequal power, we have posed the issue of effectiveness quite differently”

Charles Perrow (1925–2019) American sociologist

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

“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.”

Geert Hofstede (1928) Dutch psychologist

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

Paul DiMaggio photo

“Organizations compete not just for resources and customers, but for political power and institutional legitimacy, for social as well as economic fitness.”

Paul DiMaggio (1951) American sociologist

Source: "The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields," 1983, p. 150.

“The criticality of a resource can be measured as the ability of an organization to function in the absence of the resource or in the absence of the market for the output.”

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

Source: The External Control of Organizations, 1978, p. 46

“The criticality of a resource can be measured as the ability of an organization to function in the absence of the resource or in the absence of the market for the output.”

Jeffrey Pfeffer (1946) American academic

Source: The External Control of Organizations, 1978, p. 46

Related topics