Power And Interdependence In Organizations

Capitalizing on significant developments in social science over the past twenty years, this book explores both the positive and negative aspects of power, identifying opportunities and threats. It shows how managers and employees can manage power in order to make it a constructive force in organizations.

This collection shows how managers and employees can manage power in order to make it a constructive force in organisations.

Since they were pioneered in the 1970s by Robert Keohane and others, the broad range of neoliberal institutionalist theories of international relations have grown in importance. In an increasingly globalized world, the realist and neorealist focus on states, military power, conflict, and anarchy has more and more given way to a recognition of the importance of nonstate actors, nonmilitary forms of power, interdependence, international institutions, and cooperation. Drawing together a group of leading international relations theorists, this book explores the frontiers of new research on the role of such forces in world politics. The topics explored in these chapters include the uneven role of peacekeepers in civil wars, the success of human rights treaties in promoting women's rights, the disproportionate power of developing countries in international environmental policy negotiations, and the prospects for Asian regional cooperation. While all of the chapters demonstrate the empirical and theoretical vitality of liberal and institutionalist theories, they also highlight weaknesses that should drive future research and influence the reform of foreign policy and international organizations. In addition to the editors, the contributors are Vinod Aggarawal, Jonathan Aronson, Elizabeth DeSombre, Page Fortna, Michael Gilligan, Lisa Martin, Timothy McKeown, Ronald Mitchell, Layna Mosley, Beth Simmons, Randall Stone, and Ann Tickner.

The Power of Interdependence offers a convincing challenge to the dominant view among many observers of global affairs, that individual countries exert sole control over the international system. Author David Oladipupo Kuranga advances an alternative possibility: that, in fact, the influence of nations is now matched and at times is overtaken by that of supranational organizations. Drawing on detailed accounts and insider data relating to multinational interventions in select African countries, this book reveals a dramatic shift in the global order and gives a rare look at the inner workings of coercive diplomacy.

A theoretical approach that constructs a way of looking at world politics that helps us understand the relationship among economics, politics, and patterns of institutionalized cooperation, while retaining key realist insights about the roles played by power and interests.

This book is an introduction to the study of international organizations in the field of International Relations directed toward students in the discipline. It looks at the different ways in which IOs are studied and then applies these different modes of study to a variety of specific case studies.

How globalized information networks can be used for strategic advantage Until recently, globalization was viewed, on balance, as an inherently good thing that would benefit people and societies nearly everywhere. Now there is growing concern that some countries will use their position in globalized networks to gain undue influence over other societies through their dominance of information and financial networks, a concept known as "weaponized interdependence." In exploring the conditions under which China, Russia, and the United States might be expected to weaponize control of information and manipulate the global economy, the contributors to this volume challenge scholars and practitioners to think differently about foreign economic policy, national security, and statecraft for the twenty-first century. The book addresses such questions as: What areas of the global economy are most vulnerable to unilateral control of information and financial networks? How sustainable is the use of weaponized interdependence? What are the possible responses from targeted actors? And how sustainable is the open global economy if weaponized interdependence becomes a default tool for managing international relations?

Although much as been written about how to make better decisions, a decision by itself changes nothing. The big problem facing managers and their organizations today is one of implementation--how to get things done in a timely and effective way. Problems of implementation are really issues of how to influence behavior, change the course of events, overcome resistance, and get people to do things they would not otherwise do. In a word, power. Managing With Power provides an in-depth look at the role of power and influence in organizations. Pfeffer shows convincingly that its effective use is an essential component of strong leadership. With vivid examples, he makes a compelling case for the necessity of power in mobilizing the political support and resources to get things done in any organization. He provides an intriguing look at the personal attributes—such as flexibility, stamina, and a high tolerance for conflict—and the structural factors—such as control of resources, access to information, and formal authority—that can help managers advance organizational goals and achieve individual success.