Abstract:
PURPOSE : Burn to be heard, #Blacklivesmatter, #COVID-19. These slogans have sharpened
society’s focus on inequality and resistance to injustice. Power in organisational management
literature has predominantly been confined to power dynamics related to organisational
structure or hierarchy and applying an identity lens has been limited to subjective forms of
power. This study applied the typology of Fleming and Spicer, who identified four forms or
faces of power, explaining resistance and articulating forms of potentially hidden
disenfranchisement. The research aimed to expand on Fleming and Spicer’s discourse on
power in organisations and resistance against this power.
DESIGN : The explorative nature of the research question called for the application of an
interpretive lens – through qualitative research – using the grounded theory approach in a case
study design. Semi-structured interviews were conducted with stakeholders involved in the
process we set out to explore.
FINDINGS : It was found that domineering power-constrained people and a subjectified identity
led to a state of patiency. Through a collective identity and discursive resistance, manipulation
gave rise to coercion.
PRACTICAL IMPLICATIONS : Understanding how systemic as well as episodic forms of power are
present in the organisation and experienced by different stakeholders will help leaders avoid
negative unintended consequences of power and potential marginalisation.
VALUE : Fleming and Spicer described systemic and episodic dynamics as two broad constructs
of power but questioned how and why one dimension may dominate the other. By explicating
the interplay between power and resistance, through an identity lens, this study explains how
different forms of power are effective at different times.
