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Towards a Political Theory of Organizational Intervention

Abstract:

This paper discusses the neglected theme of the political context of the interventionist's work in terms of the client-consultant relationship and the consultant-consultant relationship. It is suggested that the internal consultant's ability to influence clients will be a function of his possession and tactical use of five power resources: expertise, control over information, political access and sensitivity, assessed stature and group support. Of these, the first three appear to be necessary...

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Publication date:
1975-01-01
URN:
uuid:a039e6a2-5f4f-4e05-9159-588e9667bbc0
Local pid:
oai:eureka.sbs.ox.ac.uk:1482

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