Abstract
We introduce a three-phase model of decision-making as examined through a Machiavellian lens. Distinct from previous research, we broaden our research premise from Machiavellianism exhibited by an individual to Machiavellianism at the organizational level. We examine this type of organization beginning with an emphasis on organizational values and practices, which we define as climate emergence. After establishing the process of climate emergence, we examine employee sensemaking within a Machiavellian climate by drawing on Rest's decision-making model. Our research culminates with an exploration of resultant employee behaviors while emphasizing the moderating role of dispositional Machiavellianism. We conclude with a discussion centered on how this perspective fits within recent research and its impact on organizational practices.
Published Version
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