Organizational Evaluation and Authority

dc.creator	Scott, Richard W.
dc.creator	Dornbusch, Sanford M.
dc.creator	Busching, Bruce C.
dc.creator	Laing, James D.
dc.date.accessioned	2015-07-21T23:42:37Z
dc.date.available	2015-07-21T23:42:37Z
dc.date.issued	2015-07-21
dc.identifier.uri	https://hdl.handle.net/1969.1/154654
dc.description.abstract	The authors describe four kinds of authority rights (legitimate attempts to control others) and analyze organizational authority systems in terms of the process by which participants’ performances are evaluated. They present theoretical ideas including a prediction that certain incompatible authority systems can block participants' ability to attain satisfactory evaluations. That problem, in turn, causes instability of the organizational system.	en
dc.language.iso	en_US
dc.relation.ispartofseries	Technical Report, Stanford Sociology;17
dc.rights	Attribution 3.0 United States	en
dc.rights.uri	http://creativecommons.org/licenses/by/3.0/us/
dc.subject	authority rights	en
dc.subject	organizational sanctions	en
dc.subject	performance evaluations	en
dc.title	Organizational Evaluation and Authority	en
dc.type	Technical Report	en
local.department	Sociology	en

Except where otherwise noted, this item's license is described as Attribution 3.0 United States