The Effect of French and Raven Power Essay - 3121 Words



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The Effect of French and Raven Power

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Text Preview The Effect of French and Raven Power on knowledge Acquisition, Knowledge Creation and knowledge Sharing: An Empirical Investigation in Lebanese Organizations

Dr. Silva Karkoulian, Lebanese American University, Beirut, Lebanon Miss Yasmina Osman, Lebanese American University, Beirut, Lebanon


It has been documented that not much is known about the kinds of French and Raven powers that foster the acquisition, creation and sharing of organizational knowledge. This study extends the French and Raven power literature to the Lebanese Organizations and provides an empirical evidence of knowledge acquisition, knowledge creation and knowledge sharing. Results from the regression analysis of this study show that expert power is positively and significantly associated with knowledge acquisition, knowledge creation and knowledge sharing.


In the second half of the twentieth century, knowledge management proved to be a new managerial reform suited to the rapidly changing environment. Managers were encouraged to consider and treat their employee’s knowledge as a crucial source for the success of their organizations (Huseman and Goodman, 1999; Stewart, 1997; Sveiby, 1997). Many scholars have focused their attention on knowledge management. Grant (1996) argues that a source of organization’s competitive advantage is when organizations apply a great deal of effort to develop new knowledge and technology. This new knowledge and technology added to the organization have become more complicated in the current technological revolution, which requires combining and sharing knowledge and skills that several employees have. Knowledge management and creation could be completed through several tactics. Gold et al. (2001) stated that organizational structure is an important factor in leveraging technology and more specifically this organizational structure must be flexible to encourage sharing of knowledge and collaboration across traditional organizational boundaries to promote knowledge creation. Power perception and use is proved to be a key factor in managerial success and subsequent organizational advancement (Yukl et al., 1993). According to French and Raven (1959) power has five important bases which are namely, coercive, reward, legitimate, expert and referent. Despite the large amount of research on knowledge management, power, and the implication of power on managing knowledge, considerable less attention has been given to the issues associated with the dimensions of power, and knowledge management, which are essential for knowledge acquisition, knowledge creation and knowledge sharing (Yukl, 1994). The aim of this paper is to find effective ways to induce and facilitate knowledge management chiefly through exercising power in an organization, focusing particularly on knowledge acquiring, knowledge creation and knowledge using. However, no research has been conducted to challenge or affirm this assumption. This research provides an empirical investigation about the relationship between French and Raven Power and Knowledge Management within the organizations based in Lebanon. It examines thoroughly the effectiveness of these five forms of power along with their influence on knowledge acquisition, knowledge creation and knowledge sharing. Hence the primary aim of this paper is to contribute to empirical research validating the significance of managerial power on knowledge management. The rest of the paper is organized as follows: section 2 provides an overview of power, section 3 provides a brief review of knowledge acquisition, knowledge creation and knowledge sharing, and section 4 presents the methodology followed by the analysis and results in section 5. Finally, we present the findings of the study and our conclusions in section 6.

Power is one of the major concepts in any organization. It can be an extremely important tool in the success or failure of an organization. The... Show More

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