Abstract
Abstract The study of the internal politics of an office demonstrates that levelling coalitions derive from established networks. This contradicts the view that network analysis is not useful in the study of levelling coalitions. Sixteen months of observation of office politics, particularly the functioning of levelling coalitions in the informal structure, could not be understood apart from the social networks from which they had sprung. Recruitment to and participation in the levelling coalitions derives directly from the existing networks. The analysis also demonstrates that the success or failure of the levelling coalition is dependent upon the relationships held and manipulated by the target. In order to understand the conflicts and be able to predict their outcome coalitions and networks must be analyzed.
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