TY  - CHAP
AB  - Abstract Coalitions are informal and interdependent groups of actors operating within organizations, yet their effects in organizations are not widely understood. In this paper, we develop a model of coalition formation and functioning inside organizations. By extrapolating the behavioral intentions (i.e., altruistic or antagonistic) and compositional differences (i.e., supplementary or complementary) among these informal group structures, we classify coalitions into four forms (i.e., lobby, cartel, circle, and alliance), theorizing how each coalition form affects work role innovation, resource allocations, and work performance. Our conceptualization helps clarify previous theoretical inconsistencies and establish an agenda for the study of coalitions at work. Furthermore, this paper provides insights into the ways that coalitions support or impede the organization’s objectives.
VL  - 32
SN  - 978-1-78350-824-2, 978-1-78350-847-1/0742-7301
DO  - 10.1108/S0742-730120140000032000
UR  - https://doi.org/10.1108/S0742-730120140000032000
AU  - Munyon Timothy P.
AU  - Summers James K.
AU  - Brouer Robyn L.
AU  - Treadway Darren C.
PY  - 2014
Y1  - 2014/01/01
TI  - The implications of coalition forms for work role innovation, resource reallocation, and performance
T2  - Research in Personnel and Human Resources Management
T3  - Research in Personnel and Human Resources Management
PB  - Emerald Group Publishing Limited
SP  - 65
EP  - 97
Y2  - 2024/09/22
ER  -