Abstract
I examine how political skill affects employee career success as well as an employee’s ability to successfully initiate innovation within an organization. Integrating a sociopolitical view on innovation with the interactionist perspective on creativity and innovation, I find that employee political skill is positively related to both successful innovation initiation and career success, with successful innovation initiation mediating the relationship between political skill and career success. Moreover, I find that the number of structural holes an employee has in their social network moderates the relationship between political skill and successful innovation initiation such that the relationship is stronger when an employee has a network rich in structural holes. Hypotheses were tested in a large micro-processor manufacturing firm using a sample of 114 employees responsible for generating technological innovations in support of the development of computer microchips. Implications for theory and future re...
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