Power in the eyes of the innocent (Students talk on power in organizations)

Power as an explanatory notion attracts the attention of many researchers, but the results produced are ambiguous, mainly because of differences in the operational definitions of power. The study reported below explores the uses of power as an experiential concept -- a construct used by organizational members to interpret their experience. Students of business administration and related disciplines in Sweden, Poland and Germany were asked to illustrate the notion of organizational power. The re-interpretation of their stories reveals how norms and expectations are related to organizational practices in the process of making sense of organizational experience.Accounts cultural context of organizing hermeneutic spiral hermeneutical triad power rationality rhetoric solidarity

Revisiting the relationship of supervisor trust and CEO trust to turnover intentions: A three-country comparative study

Dirks and Ferrin (2002) conducted a landmark meta-analysis that addressed many questions about the antecedents and effects of the employee's trust in their direct leader and in the organization's leadership. There are still some unanswered research questions. The present study addresses direct-leader trust and organization-leadership trust in the international setting (U.S., Russia, and Poland) while employing a refined research design that minimizes range restriction. The results show that trust of the firm's CEO and top management is more highly correlated with turnover intentions than is trust of the supervisor. In-group collectivism dimension did not moderate these trust and turnover-intentions relationships.Turnover intentions CEO trust Supervisor trust Cross-cultural