Cover: Strategic Assessment and Development of Interorganizational Influence in the Absence of Hierarchical Authority

Strategic Assessment and Development of Interorganizational Influence in the Absence of Hierarchical Authority

Published 2003

by Catherine H. Augustine, Dina G. Levy, Roger W. Benjamin, Tora K. Bikson, Glenn A. Daley, Susan M. Gates, Tessa Kaganoff, Joy S. Moini

Download

Download eBook for Free

FormatFile SizeNotes
PDF file 0.3 MB

Use Adobe Acrobat Reader version 10 or higher for the best experience.

Purchase

Purchase Print Copy

 Format Price
Add to Cart Paperback56 pages $16.00

This report addresses the need for organizations to exert influence in situations where they lack the formal authority that would make such influence straightforward. It does so by providing a three-stage framework by which an organization can explore and develop its power-and-influence options: power assessment, power development, and the development of influence strategies. Based on the social psychology, organizational behavior, and sociology literature, this framework will help an organization capitalize on the power it has, develop additional power bases if necessary, and recognize opportunities to influence that might otherwise have gone unnoticed. This research was undertaken for the Department of Defense’s (DoD) Office of the Chancellor for Education and Professional Development, which was established in 1998 as the principal advocate for the academic quality and cost-effectiveness of all DoD civilian education and professional development activities.

The research described in this report was conducted in RAND's National Defense Research Institute.

This report is part of the RAND monograph report series. The monograph/report was a product of RAND from 1993 to 2003. RAND monograph/reports presented major research findings that addressed the challenges facing the public and private sectors. They included executive summaries, technical documentation, and synthesis pieces.

This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited; linking directly to this product page is encouraged. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial purposes. For information on reprint and reuse permissions, please visit www.rand.org/pubs/permissions.

RAND is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.