ABSTRACT
This chapter reports on a qualitative, in-depth case study of how power, and the use of power, determined the fate of a major organizational change initiative in Avinor, a Norwegian public service organization. Avinor, an abbreviation for Aviation Norway, is a state-owned limited company that owns and operates 46 airports (14 of these in association with the armed forces) and is responsible for air traffic control services and airport management.
