The relationship between organizational politics, strategic political management, and competitive advantage

Abstract

Abstract Purpose The article aims to analyze organizational politics (OP) as a construct with four dimensions: planning, improvisational, learning, and entrepreneurial. We also examine the relationship between strategic political management and OP and between OP and the organizational effectiveness of a company, which is understood to be a competitive advantage. Finally, we aim to verify whether there is a mediating role for OP in the association of strategic political management and organizational effectiveness of an enterprise, also understood to be a competitive advantage. Design/methodology/approach Quantitative research was conducted on a sample of 355 medium-sized and large enterprises operating in Poland. Findings OP is a construct with four dimensions: planning, improvisational, learning, and entrepreneurial. Also, the supposition OP is positively related to the organizational effectiveness of a company was confirmed. We did not, however, find enough evidence to support hypotheses about the relationship between strategic political management and OP and the mediating role of OP in the association of strategic political management and organizational effectiveness of an enterprise. Practical implications The article sheds light on the potential use of OP as a strategic management tool. Authors argue enterprises that can use the opportunities of functional politics become strategically stronger than those that do not have this ability. In particular, enterprise management instruments should include OP as an inalienable medium for enterprise growth. Originality/value This paper offers some theoretical considerations and empirical research on OP's meaning for a company operating in a dynamic and hostile environment and OP's influence on organizational effectiveness.