The Interdepartmental Influence of Managers: Individual and Sub‐unit Perspectives

This paper examines the extent to which managerial influence over group‐interdepartmental decisions is derived from sub‐unit contingencies or is due to more individualistic characteristics of the manager. Both individual and sub‐unit perspectives are presented in a framework composed of seven power factors each of which is investigated empirically. The major finding from a survey of 142 departmental managers is that individual managerial expertise is more important than sub‐unit‐based power with access to and control of information being of equal importance. We suggest that the investigation of managerial influence from a sub‐unit perspective alone may be insufficient and that, in certain circumstances, both individualistic and sub‐unit perspectives should be taken into account.