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The Strategic Contingencies Theory Of Power: Multiple Perspectives

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  • Carol Stoak Saunders

Abstract

The strategic contingencies theory of power proposed by Hickson et al. (1971) has been tested and compared to an alternative perspective. In the alternative perspective, the theory has been modified to include control of strategic contingencies as a moderating variable in the relationships between power and its determinants. A field study, using questionnaire and interview responses of 54 administrators at five universities, partially supports the modified theory.

Suggested Citation

  • Carol Stoak Saunders, 1990. "The Strategic Contingencies Theory Of Power: Multiple Perspectives," Journal of Management Studies, Wiley Blackwell, vol. 27(1), pages 1-18, January.
    • Handle: RePEc:bla:jomstd:v:27:y:1990:i:1:p:1-18
    DOI: 10.1111/j.1467-6486.1990.tb00750.x
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    Cited by:

    1. Elaine Farndale & Veronica Hope-Hailey, 2009. "Personnel Departmental Power: Realities from the UK Higher Education Sector," management revue - Socio-Economic Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 20(4), pages 392-412.

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