To Hide or not to Hide Technological Knowledge The Roles of Psychological Ownership, Territoriality and Organisational Politics in Multinational Megaprojects

This study explores the relationship between organizational culture, organizational politics, and work performance in local government units (LGUs) in the Philippines, focusing on the mediating role of organizational politics. Data was collected from 263 LGU employees with at least three years of experience. Mediation analysis was conducted using validated instruments to measure organizational culture, politics, and work performance. Statistical methods, including the Sobel-Z test, were applied to examine mediation effects. The results show that organizational politics partially mediates the relationship between organizational culture and work performance. A positive culture significantly enhances employee performance, but internal politics mediate this effect. The Sobel-Z test confirmed the significance of the mediation (z = 3.403, p < 0.05), with organizational politics accounting for 15.1% of the total effect. This study advances organizational behavior research by highlighting the mediating role of politics in LGUs. It offers practical insights, recommending that LGUs promote strong organizational cultures and transparent governance to reduce the adverse effects of internal politics, thereby improving employee performance and public service delivery

Purpose The purpose of this paper is to examine the relationship between leader’s behavioral integrity and employees’ organizational identification as well as to test the moderating roles of power distance and organizational politics on that relationship. Design/methodology/approach Data encompass 969 employees from 19 five-star hotels in Turkey. The relationship between behavioral integrity and organizational identification and the moderating roles of power distance and organizational politics on that relationship were tested using the partial least squares structural equation modeling (PLS-SEM) and moderated hierarchical regression analyses. Findings The PLS-SEM and moderated hierarchical regression analyses results reveal that there was a significant positive relationship between leader’s behavioral integrity and employees’ organizational identification. In addition, the positive relationship between behavioral integrity and organizational identification was weaker when both power distance and organizational politics were higher compared to that when they were lower. Practical implications This study showed that leader’s behavioral integrity enhanced employees’ organizational identification. Leaders need to show the perceived alignment between their words and deeds and strive to form high quality leader–follower exchanges to create a trust-based culture that satisfies the necessary affective and cognitive components required for trust formation. Moreover, the results of this study indicated that perceived organizational politics weakened employees’ identification with their organizations. Organizational practices and policies, especially human resource practices, should be carefully designed and implemented as to prevent organizational politics, an important source of employee dissatisfaction and distrust. Originality/value The study provides new insights into the influence that leader’s behavioral integrity may have on employees’ organizational identification and the moderating roles of power distance and organizational politics in the link between behavioral integrity and employees’ identification with their organizations. This paper also offers a practical assistance to employees in the hospitality industry and their leaders interested in fostering organizational identification and lowering perceived organizational politics.

Background: Despite extensive research on employee turnover intention in the existing literature. Previous studies have paid rare attention to the role of workload (WL), nepotism (N), job satisfaction (JS), and organization politics (OP) on turnover intention, especially, mediating the effect of harassment between WL, N, JS and OP on turnover intention in the Pakistani context. This study is using Hobfoll’s conservation of resources (COR) theory. Methods: Data were collected from 189 female employees (doctors and nurses) working in public and private hospitals in the province of Sindh, Pakistan, by adopting a purposive sampling technique. SmartPLS and SPPS were used to analyze the data. Results: The results demonstrated that workload and job satisfaction are positively related to harassment. At the same time, harassment has a direct effect on turnover intention. More importantly, harassment partially mediated the effect between workload and job satisfaction on turnover intention. In contrast, nepotism and organizational politics did not observe any significant relationship with harassment. However, it also did not have any mediating impact of harassment between nepotism and organizational politics on turnover intention. Conclusion: There is a lack of research on the antecedents of turnover intention in the existing literature especially in the developing country context (Pakistan). Furthermore, this study examined the mediation mechanism of harassment on turnover intention. In this way, this is an original contribution to the body of knowledge. Finally, COR theory has been utilized to explain how antecedents of turnover intention play their role along with harassment at the workplace. This study also advances the existing literature on human resource management. The current study provides insightful guidelines to policymakers, managers, and HRM practitioners for devising employee-friendly policies at the workplace.

We endeavor to emphasize the latest advances in thought with the help of research and practice. The study extends the existing research in this area by focusing on the impact of these forces on organization. Our purpose is to make our research a useful resource for scholars who wants to have well-incorporated reviews of the literature, advancement in research methods, and thoughts about practice which would open new ways of working with organizations to create successful change. To analyze the role of organizational change, organizational culture, and organizational politics on organizational learning, around 300 questionnaires were distributed in Manufacturing, Education, Energy, Banking and Telecommunication sector in Pakistan. Complete survey received of two hundred and sixty four at the response rate of 88%. Pearson’s moment correlation, descriptive statistics and linear regression is applied to determine the role of organizational change, organizational culture, and organizational politics on organizational learning. The resulst show that Organizational Change, Organizational Culture, and Organizational Politics have a signifcant and positive relationship with the Organizational Learning. Limitations and future directions are also discussed in this study.

Purpose - This study examines how organizational politics influence university faculty outcomes, specifically burnout, absenteeism, and turnover intentions. It also explores how the university, public or private, affects these relationships. Design/Methodology/Approach- Data were collected from 376 faculty members across public and private universities in Pakistan using a structured survey. The study utilized structural equation modeling (SEM) to test the proposed hypotheses and analyze the impact of organizational politics on faculty outcomes. Findings- The results indicate that perceptions of organizational politics significantly increase absenteeism and turnover intentions among faculty, with more potent effects observed in public universities. However, no direct relationship was found between organizational politics and burnout. This suggests that factors such as institutional support may help mitigate the negative impact of organizational politics on burnout. Research Limitations/Implications- The cross-sectional design of this study limits the ability to draw causal conclusions. Future research could benefit from longitudinal data to better understand these dynamics. Exploring other potential moderating or mediating factors, such as institutional support mechanisms, could provide further insights. Practical Implications- The findings emphasize the need to address organizational politics in higher education institutions, particularly public universities, to reduce faculty absenteeism and turnover intentions. Improving support systems and enhancing institutional governance could help alleviate the adverse effects of organizational politics on faculty outcomes. Originality/Value- This study provides new insights into the role of organizational politics in shaping faculty outcomes within higher education. It highlights the significance of institutional support in moderating the relationship between organizational politics and burnout while demonstrating the more substantial impact of politics in public universities.

Political behaviors that are driven by self-interest are a common part of every organization yet little research has been done to examine their relationship to work outcomes (Ferris et al., 2002). The purpose of the present study is to explore two possible mediators that play a role in the relationship between organizational politics and work outcomes. Using social exchange theory as a foundation, organizational justice and trust were thought to mediate the relationship between organization politics and relevant work outcomes, including affective commitment, organizational citizenship behaviors, and perceived organizational support. Empirical data showed that interactional justice mediated the relationship between organizational politics and trust in one's supervisor and that trust in one's supervisor mediated the relationship between interactional justice and OCBIs. Data also showed that procedural justice mediated the relationship between organizational politics and trust in one's organization and that trust in one's organization mediated the relationship between procedural justice and OCBOs, affective commitment, and perceived organizational support. Distributive justice did not mediate the relationship between organizational politics and trust in one's organization. Possible explanations for why this was the case and implications are discussed.

Purpose Drawing on the attribution theory, this study aims to explore how workplace ostracism impacts employees’ knowledge-sharing and knowledge-hoarding behaviour by influencing their perception of organisational politics as a mediator. It also examines the role of political skill in this relationship, albeit as a moderator. Design/methodology/approach Data were collected from 575 respondents working in the Indian IT sector, using standardised questionnaires, and analysed with IBM SPSS AMOS-24. Findings Broadly, the results indicate a positive relationship between workplace ostracism and perceived organisational politics, which negatively affects knowledge sharing, and positively impacts knowledge-hoarding behaviour. Mediation analysis reveals that perceived organisational politics partially mediates the relationship between workplace ostracism and knowledge behaviour. Political skill significantly moderates the association between ostracism experience and perception of organisational politics; however, it does not moderate the indirect effect of workplace ostracism on knowledge sharing and knowledge hoarding as hypothesised. Originality/value This study examines a novel interplay of workplace ostracism, perceived organisational politics and knowledge behaviour, while integrating the attribution theory, and considering political skill as a moderator. The findings shed light on when and why workplace ostracism leads to counterproductive knowledge behaviour.

Power and politics are major factors that cannot be ignored by anyone interested in understanding how organizations work. Despite this recognition, the field of OD has been very slow in addressing these issues. Due to an increasing role for power and politics in organizations today, there is a need to assess and determine the implications of power and politics for OD professional practice. This paper provides a review of literature of power and politics in organizations, its sources and how it is managed. Considering the literature review, a discussion of the implications for OD professional practice is provided.

Employee wellbeing as a central aspect of organizational growth has been widely regarded and accepted. Therefore, a considerable growth in the number of researches focusing on employee wellbeing has been comprehended in recent years. Employee wellbeing characterizes the individual’s own cognitive interpretation of his/her life at work. The present study made an attempt to examine how workplace spirituality, empathic concern and organizational politics influences employee wellbeing. It was hypothesized that empathic concern mediates the relationship between workplace spirituality and employee wellbeing while organizational politics act as a moderator in this relationship. A survey was conducted on 253 employees working in Uttar Pradesh Police department (Uttar Pradesh, India). The results obtained revealed that workplace spirituality, empathic concern and employee wellbeing carries a positive association among them whereas these variables were found to be negatively correlated with organizational politics. Results also depicted that empathic concern significantly mediates between workplace spirituality and employee wellbeing. Further, moderated mediation analysis confirmed employee wellbeing as a function of workplace spirituality, empathic concern and organizational politics. The present study has put forward several practical implications for business practitioners and research directions for academicians, emphasizing upon the need to investigate the comprehensive impact of employee wellbeing in organization and the society as a whole.

Organizational politics is ubiquitous in organizations. Yet to date, no prior research has investigated, in a systematic empirical manner, the mediating role of organizational politics in performance measurement systems. The primary purpose of this research is to investigate if perceptions of organizational politics mediate the relationships between performance measures and employees' trust in their superiors. As organizational politics may also affect employees' perceptions of fairness, a model is used to investigate (1) if performance measures affect organizational politics; (2) if organizational politics, in turn, affects procedural and interpersonal fairness; and (3) if fairness perceptions subsequently affect trust in superiors. Based on a sample of 104 responses, the partial least squares results indicate that organizational politics and fairness perceptions significantly mediate the nonfinancial performance measures and trust relationship. In contrast, the results indicate that the mediating effects of organizational politics and fairness on the relationship between financial performance measures and trust are generally insignificant.

Organizational politics has been perceived to be an integral part of every work organization. Moreover, the perceptions of employees about the organizational politics are considered to have a significant influence on the morale of employees. However, the nature and degree of this influence may differ from job to job and individual to individual. Thus, the present study tries to investigate the mediating role of organizational politics in between the job characteristics and morale of the employees. Job characteristics included in the study are job ambiguity, skill variety, feedback and autonomy, whereas the morale is a composite construct of job satisfaction and affective commitment. The empirical evidence is based on the national level sample data collected through self administered questionnaires from executives of multitude of Pakistani industries such as health, manufacturing, energy, financial services, education, telecommunication and information technology. The sample comprised of 577 respondents. Structural equation modeling was used to analyze the fitness of casual relationship. Several practical implications are drawn to benefit the practicing managers. Key words: Job characteristics, morale, job satisfaction, affective commitment, organizational politics.

Drawing upon deviant place theory, we examined the role of organizational politics in workplace victimization considering the moderating effect of employees hierarchical status in the context of higher educational institutions in Pakistan. Data was collected from 313 employees holding various positions in the teaching faculty of selected universities in Lahore. The survey instrument consisted of existing validated scales to measure the proposed variable; the same were also found consistently reliable in this study. We performed correlation, simple regression, and multiple regression analyses to test hypotheses. Organizational politics indicated to be a strongly positive associate of workplace victimization. The moderated model explained significant variance in workplace victimization indicating that victimization initiated by organizational politics varied with the positional status that the victim holds in the hierarchy. We suggest that a political climate should be discouraged to prevent negative outcomes of victimization at work.

The main objective of the study is to investigate the relationship between HRM practices and employee performance. This research also investigated whether organizational politics moderate the relationship between HRM practices and employee Performance. The data collection used was a questionnaire instrument which was administrated to a total sample of 400 respondents. The number of questionnaires collected was 375 (93.75%) and the number of usable questionnaires was 350 (93%). The data were analysed using mean, standard deviation and correlation. The analyses involved reliability, validity tests and multiple regressions. The results confirm that there was a positive significant relationship between HRM practices and employee performance. The research also confirms that organizational politic did moderate relationship between HRM practices and employee performance. Therefore, this study recommended that further research in this area include to more extensive investigation into the relationship between HRM practices and employee performance. It is also suggested that public organization HR managers to aware the impact of organizational politics on both employees and organization. The organizational politics is the forerunner to job stress; this can help managers to ensure justice in performance appraisal systems resulting to fair rewards, employment decisions and pay & promotion policies, discouraging the political and manipulative behavior of certain individuals or groups to overcome the negative outcomes of politics. HR managers should try to avoid group’s accumulation of limited resources at hand several individuals or groups and ensure that there are equitable distribution of resources in all part of the organization. And also they can use decentralization so that there is no struggle to power and maintain a fair environment.

The purpose of current research is to investigate the mediating role of organizational politics in the relationship between personal traits (political skills -locus of control -Machiavellianism) and job performance, and also investigating the direct impact of personal traits and organizational politics.Questionnaire was developed, and date collected from stratified simple random sample of nurses and physicians (n=300) from four public hospitals in Zagazig city.Data was analyzed using AMOS V.20and results indicated that individuals with high political skills , high Machiavellianism and internal locus of control have more tendency to practice organizational politics ,also it was found that organizational politics partially mediate the relationship between personal traits and job performance.

Political pragmatist or man of conviction? Heinrich Bredt (1906–1989) and his involvement in the Third Reich