ABSTRACT
Chapters 3 through 5 investigated managers’ dominance via three analytical concepts-power, interests and ideology. These concepts have not only analytical usefulness, but also strong explanatory power. For example, it was demonstrated that managers’ dominance is not “only” due to their privileged position, responsibilities and access to resources within hierarchical organisations. Instead, it turned out that their power, interests and ideology are constituted and shaped by several areas which comprise very different variables (as summarised in Tables 3.1, 4.1, and 5.1).
