Core groups: a theory of power and influence for “learning” organizations

Abstract

Core groups stand as the tangible, but fluid repositories of knowledge, influence and power in organizations. Thus, the core group in any organization is the focal point of organizational learning throughout the organization, because people act to fulfill the perceived needs and priorities of some key group of people. An organization goes wherever its people perceive that the core group needs and wants to go. An organization becomes whatever its people perceive that the core group needs and wants it to become. Core Group Theory holds implications for how the complex of power, knowledge and influence interacts with organizational opportunities for genuine learning and creativity.

Citation

Kleiner, A. (2003), "Core groups: a theory of power and influence for “learning” organizations", Journal of Organizational Change Management, Vol. 16 No. 6, pp. 666-683. https://doi.org/10.1108/09534810310502595