Purpose: This study aims to analyze the interconnection between organizational theory, power, and politics in the context of digital transformation, with a focus on identifying new patterns in organizational power dynamics and their implications for management effectiveness.

Research Methodology: The research methodology adopts a qualitative meta-analysis of 150 academic articles from reputable journals (2000-2024) using Scopus, Web of Science, and JSTOR databases. The analysis uses ATLAS.ti software for thematic coding and content analysis, with validation through expert panel reviews from 12 senior academics in the field of organizational theory.

Results: The research identifies five transformative patterns in organizational power: the digitization of authority, the hybridization of power structures, the emergence of virtual politics, the reconfiguration of the influence base, and the evolution of control mechanisms. The developed analytical framework integrates digital, structural, and relational dimensions in the analysis of organizational power.

Limitations: Major limitations include a focus on the formal organization of the technology and financial sectors, as well as the dominance of literature from advanced economies. The research does not include a direct empirical analysis of power dynamics in purely virtual organizations

Contributions: The study contributes to the development of contemporary organizational theory through the integration of digital perspectives in power analysis, as well as providing a practical framework for organizational political management in the digital era.