ORGANIZATIONAL POWER AND THE INFORMATION SERVICES DEPARTMENT

Abstract

A theory of intraorganizational power is discussed and applied to the information services department. The paper presents the results of a study of the power of five departments in 40 manufacturing plants. Hypotheses about the levels of power of information processing are not supported by the findings, however the power theory in general does receive support. Reasons for the unexpected results that the information services department is perceived as having low levels of power and influence in the organization are discussed. The paper suggests several explanations for the findings and possible problems in the organization. Recommendations to senior management and to the information services department are offered.