Power is arguably one of the key concepts within the social sciences.
The SAGE Handbook of Power is the first touchstone for any student or researcher wishing to initiate themselves in the state of the art.
Internationally acclaimed, Stewart R Clegg and Mark Haugaard have joined forces to select a collection of papers written by scholars with global reputations for excellence. These papers bridge different conceptual and theoretical positions and draw on many disciplines, including politics, sociology and cultural studies. The sweep and richness of the resulting handbook will help readers contextualise and grow their understanding of this dynamic and important subject area.
Table of Content
′Power to′ versus ′Power over′ in Consensual, Functionalist and Conflict Theory
PART ONE: FRAMING THE FIELD
′Power to′ and ′Power over′ – Gerhard Göhler
Rational-Choice Perspectives – Keith Dowding
Liberal Theories – Peter Morriss
Democratic Theories – Charles Tilly
Power and Structuration Theory – Rob Stones
Power and Discourse: Towards an Anti-Foundationalist Concept of Power – Jacob Torfing
Actor-Network Theory – Rolland Munro
Power, Efficacy and Resources: Perspectives from Anthropology – Richard Jenkins
Powerful Geographies: Spatial Shifts in the Architecture of Globalization – John Allen
PART TWO: POWER AND RELATED ANALYTIC CONCEPTS
Three Conceptions of the Relationship between Power and Liberty – Mitchell Dean
Power and Identity – Nigel Rapport
Culture and Power – Fredrik Engelstad
Hegemony and Power – Mark Haugaard
Legitimacy and Power – Raymond Daniel Gordon
Collective Violence and Power – Siniša Maleševi?
PART THREE: POWER AND SUBSTANTIVE ISSUES
Gender and Power – Amy Allen
Managing Power in Organizations: The Hidden History of Its Constitution – Stewart Clegg
Cultures of Resistance in the Workplace – David Courpasson and Françoise Dany
Power and Exclusion – Kevin Ryan
State and Power – Robert Jessop
International Relations and Power – Phillip G Cerny
PART FOUR: CONCLUSION
Conversations in Conclusion – Stewart Clegg and Mark Haugaard
About the author
Stewart Clegg is Professor at the University of Sydney in the School of Project Management and the John Grill Institute for Project Leadership and an Emeritus Professor of the University of Technology Sydney.
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