Power dynamics and organisational change: An introduction

Abstract

This article offers a framework for understanding power dynamics in organisational change. Weick and Quinn (1999) make a distinction between change that is episodic, discontinuous, and intermittent, and change that is continuous, evolving, and incremental. After discussing this distinction, we analyse how processes of social power and influence can form the basis for continuous change. Subsequently, the power bases of change agents are described. Then we pay attention to the dynamic power relationships between change agents and targets as well as to the social processes that facilitate continuous change. The article ends with an overview of the contributions to this special issue.