| The Effects of Power Bases and Peer Groups on Conformity in Formal Organizations | |
| Author(s): | Donald I. Warren |
| Abstract: | Four bases of power and three types of peer groups are assessed on the behavioral or attitudinal conformity that each is likely to elicit. The prediction is made that in a given organization the combinations of power base and peer group that show complementary types of conformity will achieve the highest level of social control and conformity to organization goals. Visibility--the probability that organization members will be observed or supervised--is viewed as a functional substitute when behavioral and attitudinal conformity are not in balance. |
| Publication Title: | Administrative Science Quarterly, Vol. 14(4) |
| Pub Year: | 1969 |
| Pages: | 544 – 557 |
| URL: |
http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=4014 299&site=ehost-live |
| Keywords: | administrative processes, organizational variables organizing |
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