A model of organizational power: Analysis and significance to nursing

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Abstract
In this article a causal model of the process of interorganizational power is presented with results of one test using survey data from 39 non-nursing organizations. The model argues that interaction strategies of organizations are outcomes of the relative basis and use of resources in interorganizational transactions. Multiple regression and multiple-partial correlation analyses were used to analyze the data. The findings partially support the model and indicate that it holds promise for development and refinement. Conclusions are that the model should be tested with nursing organizations and used to conceptualize additional aspects of the power process that nursing can foster.

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