Results 241 to 250 of about 28,291 (301)

Organizational Politics

California Management Review, 1979
Eighty-seven practicing managers, including thirty chief executive officers, identify the tactics used by political actors and the personal characteristics seen as most effective in organizational politics.
Robert W. Allen, Dan L. Madison, Lyman W. Porter, Patricia A. Renwick, Bronston T. Mayes   +4 more
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A Process Framework of Organizational Politics

Human Relations, 1981
This paper attempts to advance the study of organizational politics by developing a comprehensive process framework for understanding individual and group political activity. Previous concepts are reviewed and a definition is offered. The process framework is developed through antecedent conditions, operating mechanisms, and outcomes, with operating ...
Donald J. Vredenburgh, John G. Maurer
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The Ethics of Organizational Politics

The Academy of Management Review, 1981
Political uses of power demand explicit consideration of ethical restraints, in part because current management theory focuses on the value of outcomes rather than on the value of the means chosen. We have developed a normative model of ethical analysis that can be helpful in determining what these restraints are.
Gerald F. Cavanagh, Dennis J. Moberg, Manuel Velasquez   +2 more
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Perceptions of Organizational Politics

Journal of Management, 1992
The political nature of work environments has been discussed for quite some time; however surprisingly little is known about the personal and situational factors that influence employees' perceptions of organizational politics. In this study, portions of a model of organizational politics perceptions proposed by Ferris, Russ, and Fandt (1989) were ...
Gerald R. Ferris, K. Michele Kacmar
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Political Risk and Organizational Form

The Journal of Law and Economics, 1991
POLITICAL risk is not just a foreign phenomenon. For example, the U.S. Justice Department is considering extending the reach of its antitrust enforcement by holding the U.S. subsidiary of a foreign company responsible for the anticompetitive actions of its parent in foreign markets to which U.S. firms export.
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Politics and Organizational Learning

Journal of Management Studies, 2000
In this paper it is argued that organizational learning is facilitated by a free and open form of politics in the workplace based on a system of political, social and civil rights and obligations within a framework of legitimate authority, parallel to the system that exists in the wider society.
Burgoyne, J G, Coopey, J
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Handbook of Organizational Politics

Human Resource Management International Digest, 2007
Contents:Preface: Challenges and New Frontiers for Organizational Politics in Modern WorksitesEran Vigoda-Gadot and Amos DroryPART I: THE INDIVIDUAL'S PERSPECTIVE: POLITICS, PERSONALITY, AND LEADERSHIP1. Organizational Politics, Leadership and Performance in Modern Public Worksites: A Theoretical FrameworkEran Vigoda-Gadot and Yinnon Dryzin-Amit2 ...
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Organizational politics as a blindfold

Personnel Review, 2019
PurposeThe purpose of this paper is to examine the moderating effect of organizational politics on the relationships between work engagement, in-role performance and organization citizenship behavior – organization (OCBO).Design/methodology/approachTheoretical hypotheses were tested using a sample of 107 supervisor-subordinate dyads in China.
Yongxing Guo, Haiying Kang, Bo Shao, Beni Halvorsen   +3 more
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Relationships and Organizational Politics

2013
It has been suggested that the most motivating and fundamental force in social life is interpersonal power. Organizational politics represents Lhe contextual and behavioral manifestations of power in the workplace, and researchers have invested a great deal of energy into framing the most fundamental relationships in organizations through the power and
Brooke A. Shaughnessy, Stephanie R. Seitz, Angela S. Wallace, Jeffrey R. Bentley, Darren C. Treadway   +4 more
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The organizational politics of the ASA

The American Sociologist, 1990
The American Sociological Association’s Report on Future Organizational Trends arose from worries that the ASA is disintegrating into a conglomerate of mutually oblivious specialities. The proliferation of sections was regarded as an aspect of this disintegration that the ASA might be able to control.
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