Abstract
Organizational politics is a concept that both bene¢ts and su¦ers by its ubiquity. It is commonplace for individuals to recognize terms such as playing the game, working the system, and more recently closing deals o-line. Likewise, it is also a central concept in theories of organizations and organizational behavior, both at very micro-and very macro-levels. Organizational politics has been implicated in classical work out of the Carnegie School (Cyert & March, 1963; March & Simon, 1958), strategic decision making (Dean & Sharfman, 1996; Eisenhardt & Bourgeois, 1988; Eisenhardt & Zbaracki, 1992), resource dependence (Pfe¦er & Salancik, 1978), and institutional theory (Selznick, 1957, 1966) and has been the direct object of interest in recent research on political perceptions and skills (e.g., Ferris & Kacmar, 1992; Ferris, Russ, & Fandt, 1989; Ferris, Treadway, Perrewe, Brouer, Douglas, & Lux, 2007; Gandz & Murray, 1980). Recent research shows that perceptions of organizational politics are critical for organizational outcomes, such as turnover intentions, job satisfaction,a¦ective commitment, task performance, and organizational citizenship behaviors (see Chang, Rosen, & Levy, 2009 for recent meta-analysis).
Published Version
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