Implications of Power, Conflict, and Change in an Organizational Setting
Bibliographic Data
| ID | 9213658 |
|---|---|
| Authors | Sanford Labovitz (University of Calgary, corresponding author), Jon Miller (University of Southern California) |
| Year | 1974 |
| Volume | 17 |
| Issue | 2 |
| Pages | 214-239 |
| Publication date | 1974-04-01 |
| Peer Reviewed | Yes |
| Open Access | No |
| Type | ARTICLE |
| Venue | The Pacific Sociological Review (JOURNAL) |
| Journal identifiers | ISSN: 0030-8919 • E-ISSN: 2330-0736 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.2307/1388343 |
| OpenAlex | W2801336717 |
| Language | EN |
| Citations received | 1 |
| References cited | 17 |
Conflict management · Organizational change · Organizational conflict · Political science · Power (physics) · Public relations · Management and Organizational Studies
A Theory of Cognitive Dissonance
Formal Organizations
Class and Conflict in an Industrial Society
A Theory of Cognitive Dissonance
Control Over Policy by Attendants in a Mental Hospital
The Zone of Rejection
Social Conflict and the Theory of Social Change
Crime and Punishment in the Factory
Conflicts Between Staff and Line Managerial Officers
Social Psychology of the Work Organization
Social-Psychological Implications of Weber's Model of Bureaucracy
Models of Bureaucracy Which Permit Conflict
| Unique citing works | 1 |
|---|---|
| Citations per year | 0,02 |
| Citation span | 1973 - 1973 (1) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 1 |