Investigating the mediating role of political will in the relationship between organizational characteristics and use of political tactics

Abstract

Purpose

The purpose of this paper is to study the influence of centralization and formalization on the frequency of political tactics (FPT) used by employees. It also examines political will as the underlying variable that mediates the relationship between the focal variables.

Design/methodology/approach

The study uses data (n = 234) collected from a large public sector organization in India. The interrelationships are tested empirically using structural equation modeling.

Findings

The findings suggest that both centralization and formalization significantly influence the FPT used by employees. Also, political will partially mediate the relationship between centralization, formalization and FPT.

Research limitations/implications

The study provides evidence of the influence of centralization and formalization as two organizational realities that lead to employee engagement in political tactics. It also elucidates the importance of political will and the need to develop social astuteness to maneuver through the maze of organizational politics. The study is conducted in a public sector organization in India and uses cross-sectional data. Therefore, generalizations must be made with caution.

Originality/value

The study establishes political will as an important mediator between centralization, formalization and political behavior, fostering in-depth research into the structural aspects of public sector organizations. It also establishes political will as an important individual disposition of employees that augments the engagement of employees in political behavior in highly centralized and formalized organizations.

Citation

Tripathi, S. and Tripathi, D. (2023), "Investigating the mediating role of political will in the relationship between organizational characteristics and use of political tactics", International Journal of Organizational Analysis, Vol. 31 No. 4, pp. 1105-1121. https://doi.org/10.1108/IJOA-07-2020-2306