| Abstract: | The relative influence of four power bases was investigated in four decision-making contexts using data from forty successfully implemented decisions. The analysis suggests that position power decreases in influence while resource power and political power increase in influence as decision contexts vary from less to more uncertainty. Expert power derives its influence when organizational uncertainty is low and when technical uncertainty is reduced, whereas political power thrives when organizational uncertainty is high and when technical uncertainty remains high. Indexing the influence of power bases provides greater understanding of decision processes than the sociological or social-psychological approaches of studying participation. |
