Editorial
Power Dynamics and Organisational Change
Formal and Informal Interpersonal Power in Organisations
Constructive Consequences of Leaders' Forcing Influence Styles
Future Interaction Expectation and the Use of Soft and Hard Influence Tactics
Cross-cultural Differences in Perceived Effectiveness of Influence Tactics for Initiating or Resisting Change
The Change Capacity of Organisations
Hegemonic Power Processes in Team-based Work
HRM Practices in a Process of Organisational Change
Participation and Power