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Handbook of Organizational Politics: Organizational Politics PDF

390 Pages·2006·1.65 MB·English
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HANDBOOK OF ORGANIZATIONAL POLITICS Handbook of Organizational Politics Edited by Eran Vigoda-Gadot Associate Professor of Organizational Behavior and Public Administration, University of Haifa,Israel Amos Drory Professor of Organizational Behavior,School of Management,Ben-Gurion University of the Negev,Israel Edward Elgar Cheltenham,UK • Northampton,MA,USA © Eran Vigoda-Gadot and Amos Drory,2006 All rights reserved.No part of this publication may be reproduced,stored in a retrieval system or transmitted in any form or by any means,electronic,mechanical or photocopying,recording,or otherwise without the prior permission of the publisher. Published by Edward Elgar Publishing Limited Glensanda House Montpellier Parade Cheltenham Glos GL50 1UA UK Edward Elgar Publishing,Inc. 136 West Street Suite 202 Northampton Massachusetts 01060 USA A catalogue record for this book is available from the British Library Library ofCongress Cataloguing in Publication Data Handbook of organizational politics/edited by Eran Vigoda-Gadot,Amos Drory. p. cm. Includes bibliographical references and index. 1.Office politics—Handbooks,manuals,etc.2.Organizational behavior— Political aspects—Handbooks,manuals,etc.3.Business and politics— Handbooks,manuals,etc.I.Title:Organizational politics.II.Vigoda-Gadot, Eran,1966– .III.Drory,Amos. HF5386.5.H36 2006 302.3’5—dc22 2005052090 ISBN-13:978 1 84376 995 8 (cased) ISBN-10:1 84376 995 6 (cased) Printed and bound in Great Britain by MPG Books Ltd,Bodmin,Cornwall Contents List of contributors vii Preface:Challenges and new frontiers for organizational politics in modern worksites byEran Vigoda-Gadot and Amos Drory ix PART I: THE INDIVIDUAL’S PERSPECTIVE:POLITICS,PERSONALITY AND LEADERSHIP 1 Organizational politics,leadership and performance in modern public worksites:A theoretical framework 3 Eran Vigoda-Gadot and Yinnon Dryzin-Amit 2 Agreeableness and extraversion as moderators of the political influence compatibility–work outcomes relationship 16 John P.Meriac and Peter D.Villanova 3 Personality and politics perceptions:A new conceptualization and illustration using OCBs 29 Christopher C.Rosen,Chu-Hsiang Chang and Paul E.Levy 4 Antecedents,processes and outcomes of collective (group-level) politics in organizations 53 Keith James 5 The politics of impression management in organizations:Contextual effects 75 Amos Drory and Nurit Zaidman PART II: ETHICS AND JUSTICE:VALUES,FAIRNESS AND THE POSSIBILITIES FOR TRUST IN WORKPLACE POLITICS 6 Organizational politics,definitions and ethics 89 Chris Provis 7 The direct and indirect influence of organizational politics on organizational support,trust and commitment 107 Simon Albrecht 8 Politics as determinant of fairness perceptions in organizations 122 Constant D.Beugré and Patrick R.Liverpool PART III: EMOTIONS AND STRESS:ORGANIZATIONAL POLITICS AND EMPLOYEES’WELL-BEING 9 Organizational politics and workplace stress 139 Russell Cropanzano and Andrew Li 10 The emotion of politics and the politics of emotions:Affective and cognitive reactions to politics as a stressor 161 Yongmei Liu,Gerald R.Ferris,Darren C.Treadway,Melita L.Prati, Pamela L.Perrewé and Wayne A.Hochwarter v vi Contents 11 The strain-related reactions to perceptions of organizational politics as a workplace stressor:Political skill as a neutralizer 187 Robyn L.Brouer,Gerald R.Ferris,Wayne A.Hochwarter,Mary Dana Laird andDavid C.Gilmore PART IV: SYSTEMS AND PERFORMANCE:STRATEGY,CHANGE AND DECISION MAKING AS A POLITICAL PROCESS 12 A micro-political perspective of strategic management 209 Jane Gunn and Stephen Chen 13 Organizational politics:Affective reactions,cognitive assessments and their influence on organizational commitment and cynicism toward change 230 Simon Albrecht 14 The relationship between perceptions of politics,social support, withdrawal and performance 253 Jonathon R.B.Halbesleben and Anthony R.Wheeler 15 Competing perspectives on the role of understanding in the politics perceptions–job performance relationship:A test of the ‘antidote’versus ‘distraction’hypotheses 271 Wayne A.Hochwarter,Robert W.Kolodinsky,Lawrence A.Witt, Angela T.Hall,Gerald R.Ferris and Michele K.Kacmar 16 The symbiosis of organizational politics and organizational democracy 286 David Butcher and Martin Clarke PART V: THE PROFESSIONALS’PERSPECTIVE:HUMAN RESOURCE MANAGEMENT AND CONSULTING IN A POLITICAL ENVIRONMENT 17 Speaking truth to power:Three perspectives on consultation 303 Robert T.Golembiewski 18 Twelve foundations for the power position of consultants 313 Astrid I.Boogers-van Griethuijsen,Ben J.M.Emans,Janka I.Stoker and Arndt M.Sorge 19 Organizational politics:Building positive political strategies in turbulent times 328 Ronnie Kurchner-Hawkins and Rima Miller Index 353 Contributors Simon Albrecht,Department of Psychology,Monash University,Australia Constant D.Beugré,School of Management,Delaware State University,USA Astrid I.Boogers-van Griethuijsen,Faculty ofManagement and Organization,University of Groningen,The Netherlands Robyn L.Brouer,Department of Management,Florida State University,USA David Butcher,Cranfield School of Management,UK Chu-Hsiang Chang, Department of Psychology, Buchtel College of Arts and Sciences, University of Akron,USA Stephen Chen,National Graduate School ofManagement,Australian National University, Australia Martin Clarke,Cranfield School of Management,UK Russell Cropanzano,Department of Psychology,Colorado State University,USA Mary Dana Laird,Department of Management,Florida State University,USA Amos Drory,School of Management,Ben-Gurion University of the Negev,Israel Yinnon Dryzin-Amit,Division of Public Administration and Policy,University of Haifa, Israel Ben J.M. Emans, Faculty of Management and Organization, University of Groningen, The Netherlands Gerald R.Ferris,Department of Management,Florida State University,USA David C. Gilmore, Department of Psychology, University of North Carolina at Charlotte,USA Robert T. Golembiewski, School of Public and International Affairs, Department of Public Administration and Policy,University of Georgia,USA Jane Gunn,Australian National University,National Graduate School of Management, Australia Jonathon R.B.Halbesleben,College of Business,California State University,USA Angela T.Hall,Department of Management,Florida State University,USA Wayne A.Hochwarter,Department of Management,Florida State University,USA Keith James,Department of Psychology,Colorado State University,USA Michele K.Kacmar,Department ofManagement and Marketing,University ofAlabama, USA vii viii Contributors Robert W.Kolodinsky,Department of Management,James Madison University,USA Ronnie Kurchner-Hawkins,President,Kurchner-Hawkins Associates,Philadelphia,USA Paul E. Levy, Department of Psychology, Buchtel College of Arts and Sciences, University of Akron,USA Andrew Li,Department of Psychology,Colorado State University,USA Yongmei Liu,Department of Management,Florida State University,USA Patrick R.Liverpool,School of Business and Industry,Florida A&M University,USA John P.Meriac,University of Tennessee,Appalachian State University,USA Rima Miller,Vice-President,Performa Global Ltd,Bangkok,Thailand Pamela L.Perrewé,Department of Management,Florida State University,USA Melita L.Prati,Department of Management,East Carolina University,USA Chris Provis,School of International Business,University of South Australia,Australia Christopher C.Rosen,Department of Psychology,Buchtel College of Arts and Sciences, University of Akron,USA Arndt M. Sorge, Faculty of Management and Organization, University of Groningen, The Netherlands Janka I. Stoker, Faculty of Management and Organization, University of Groningen, The Netherlands Darren C.Treadway,School of Business Administration,University of Mississippi,USA Eran Vigoda-Gadot, Division of Public Administration and Policy and the Center for Public Management and Policy,University of Haifa,Israel Peter D.Villanova,University of Tennessee,Appalachian State University,USA AnthonyR.Wheeler,FosterCollegeofBusinessAdministration,BradleyUniversity,USA Lawrence A.Witt,Department of Management,University of New Orleans,USA Nurit Zaidman,School of Management,Ben-Gurion University of the Negev,Israel Preface: Challenges and new frontiers for organizational politics in modern worksites Eran Vigoda-Gadot and Amos Drory Studies in organizational politics:past,present and future Organizational politics has been a fruitful field ofacademic writing and research for more than three decades. Dozens of papers, book chapters, and other publications as well as numerous conference presentations and symposia have been devoted to what was once considered the hidden dynamics ofpower and influence in organizations,those that create the politicized worksite.In the past decade,the flow of studies has intensified,reflecting the growing interest in this arena.More than 150 studies have been published in profes- sional academic journals that have explored the meaning of this phenomenon, its antecedents,implications,and significance for managers and employees in various fields and sectors and across cultures. Thisbookisanattempttoprovideacomprehensiveunderstandingof afieldthatfor manyyearsseemedinteresting,butalmostimpossibletostudyempirically.Aswithother handbooks,weseektopaintthebroadpicture.Therefore,wehaveapproachedmostofthe scholarswhohavewrittenaboutthisphenomenoninrecentdecadesandofferedthemthe opportunitytocontributetheiruniqueperspectives.Manyhaveagreedtojoinourjourney andhavecontributedoriginalpapers,pre-publishedworks,orupdatedversionsof previ- ouslypublishedpapers.Insum,approximatelythirtychapterswereconsideredforpossi- bleinclusioninthisvolume,ofwhich19werefinallyselected.Thesearticleswerecarefully chosenfortheirquality,theirclarityandtheirabilitytoprovidethereaderwithaninte- grativelookatworkplacepoliticsfromvariousperspectives.Theresultis19chaptersof whatweseeasathoughtfulandlucidanalysiswrittenbytheleadingresearchersinthefield. The Handbook of Organizational Politics is therefore designed to offer a broad per- spective on the fascinating phenomenon of power, influence and politics in modern worksites. This phenomenon has proven meaningful for individuals, groups and other organizational stakeholders, as it is related to various aspects of organizational out- comesandperformances.However,politicsinorganizationsisdifficulttostudybecause employees, middle managers and corporate leaders are not eager to reveal the political secretsanddynamicsthathelpthemgetaheadintheworkplaceandadvancetheirper- sonalagendas.Organizationalpoliticshasmanydefinitions,butallof themrelatetothe use of personal or aggregate power to influence others and achieve one’s goals in the workplace.Throughouttheyears,scholarshavestudiednotonlythepositiveandnega- tive aspects of politics and its internal structure, but also its antecedents and poten- tial outcomes. The book discusses most, if not all, of these themes, as detailed in thepartiallistbelow.Thebookisintendedasacomprehensivecollectionof originalor re-workedstudiesthattogethercompriseacurrentpictureof ourknowledgeaboutthis area.Thisportraitisbasedonboththeoreticalideasandempiricalfindingsfromaround theglobe. ix x Preface The art of workplace politics Organizational politics has been studied empirically for more than two decades, but its theoretical foundations can be traced back as far as halfa century ago.In a previous book (Vigoda,2003),we stated that organizational politics represents a unique domain ofinter- personal relations in the workplace.Its main characteristic is the readiness of people to use power in their efforts to influence others and secure personal or collective interests or, alternatively,avoid negative outcomes within the organization (Bozeman et al.,1996). In recent decades,organizational politics has become a topic of prime importance in management literature. In the late 1950s, Lasswell claimed that politics is important because it represents the secret of ‘who gets what, when, and how’ in a social system (Lasswell,1958).However,until the 1970s,politics in organizations received little or no attention.Only with the recognition that,as in the national arena,organizations also have to deal with conflicts, resource-sharing processes, and power struggles among their members and units has organizational politics begun to attract growing attention.In the late 1970s and early 1980s, some studies established a theoretical framework for the inquiry into the role ofpolitics in the workplace (Bacharach and Lawler,1980;Mayes and Allen,1977;Mintzberg,1983;Pfeffer,1981). In the early 1990s,Pfeffer (1992,p.8) argued that organizations,particularly large ones, are like governments in that they are fundamentally political entities.To understand them one needs to understand organizational politics,just as to understand governments one needs to understand governmental politics.As interest in organizational politics grew,so did the variety of approaches to its study (Vigoda,2003).For example,some studies have tried to typologize the various influence tactics found in the workplace (for example, Kipnis et al.,1980),while others have used a theory of organizational conflict to explain power struggles and influence tactics (for example,Putnam,1995).Most of these studies have focused on the nature and expressions of organizational politics and have done so using a negative perspective that equates organizational politics with the dark side of human behavior,such as manipulation,coercive influence,or other subversive and semi- legal actions (for example,Ferris and King,1991;Mintzberg,1983,1989).Few have used a balanced approach to determine the effects oforganizational politics on employees’atti- tudes, behavior and performance in the workplace. The relationship between organiza- tional politics and organizational outcomes is important because every member of an organization has power and exercises it in a unique way to benefit himself/herself in his/her work environment.Power,influence and politics have at least some effect on every member of an organization and thus on the entire organizational unit.Therefore,many scholars have argued that the relationship between organizational politics and organiza- tional outcomes is an important one that deserves further inquiry (Bozeman et al.,1996; Ferris and Kacmar,1992;Kacmar and Carlson,1994).During the 1990s and on into the twenty-first century,the interest in organizational politics began to focus on people’s per- ceptions about the political maneuvers in their workplaces.This shift in focus was based on the assumption that the reality of politics is best understood through the perceptions of individuals. Indeed,most of the relatively few studies on organizational politics have concentrated on employees’perceptions of politics (Vigoda,2003,pp. 7–8).To date,two approaches to organizational politics have dominated the literature. The first focuses on employees’ influence tactics at work as the best expression of political behavior.This line of research

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This exciting new Handbook offers a broad perspective on the intriguing phenomena of power, influence and politics in the modern workplace, their meaning for individuals, groups and other organizational stakeholders, and their effect on organizational outcomes and performances. The contributors illu
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Most books are stored in the elastic cloud where traffic is expensive. For this reason, we have a limit on daily download.