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- Civil war
- Diasporas
- Dictatorships
- Dysfunctional politics
- ELF index (index of ethno-linguistic fractionalization)
- Ethnic diversity
- Ethnic dominance
- Ethnic hatreds
- Ethnicity
- Fractionalization
- Fragmented societies
- Multiethnic societies
- Nation building
- Nationalism
- OECD countries
- Victimization of minorities
Dirk De Clercq, Tasneem Fatima and Sadia Jahanzeb
This study seeks to unpack the relationship between employees' exposure to workplace bullying and their turnover intentions, with a particular focus on the possible mediating role…
Abstract
Purpose
This study seeks to unpack the relationship between employees' exposure to workplace bullying and their turnover intentions, with a particular focus on the possible mediating role of perceived organizational politics and moderating role of creativity.
Design/methodology/approach
The hypotheses are tested with multi-source, multi-wave data collected from employees and their peers in various organizations.
Findings
Workplace bullying spurs turnover intentions because employees believe they operate in strongly politicized organizational environments. This mediating role of perceived organizational politics is mitigated to the extent that employees can draw from their creative skills though.
Practical implications
For managers, this study pinpoints a critical reason – employees perceive that they operate in an organizational climate that endorses dysfunctional politics – by which bullying behaviors stimulate desires to leave the organization. It also reveals how this process might be contained by spurring employees' creativity.
Originality/value
This study provides novel insights into the process that underlies the connection between workplace bullying and quitting intentions by revealing the hitherto overlooked roles of employees' beliefs about dysfunctional politics and their own creativity levels.
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Dirk De Clercq and Renato Pereira
The goal of this research is to examine the link between employees' beliefs that organizational decision-making processes are guided by self-serving behaviors and their own…
Abstract
Purpose
The goal of this research is to examine the link between employees' beliefs that organizational decision-making processes are guided by self-serving behaviors and their own turnover intentions, as well as how this link may be buffered by four distinct resources, two that speak to the nature of peer exchanges (knowledge sharing and relationship informality) and two that capture critical aspects of the organizational environment (change climate and forgiveness climate).
Design/methodology/approach
Quantitative survey data were collected among 208 employees who work in the oil and gas sector in Mozambique.
Findings
The results indicate that employees' beliefs about dysfunctional political games stimulate their plans to quit. Yet this translation is less likely to occur to the extent that their peer relationships are marked by frequent and informal exchanges and that organizational leaders embrace change and forgiveness.
Practical implications
For organizations, these findings offer pertinent insights into different circumstances in which decision-related frustrations are less likely to escalate into quitting plans. In particular, such escalation can be avoided to the extent that employees feel supported by the frequency and informal nature of their communication with colleagues, as well as the extent to which organizational leaders encourage change and practice forgiveness.
Originality/value
This study adds to extant research by explicating four unexplored buffers that diminish the risk that frustrations with politicized decision-making translate into enhanced turnover intentions.
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Dirk De Clercq and Renato Pereira
The purpose of this study is to unpack the relationship between employees’ perceptions of organizational politics and their counterproductive work behaviour, by postulating a…
Abstract
Purpose
The purpose of this study is to unpack the relationship between employees’ perceptions of organizational politics and their counterproductive work behaviour, by postulating a mediating role of organizational disidentification and a moderating role of perceived external crisis threats to work.
Design/methodology/approach
The empirical assessment of the hypotheses relies on survey data collected among employees who work in a large banking organization.
Findings
Perceptions that organizational decision-making is marked by self-serving behaviour increase the probability that employees seek to cause harm to their employer, because they feel embarrassed by their organizational membership. This mediating role of organizational disidentification is especially prominent when they ruminate about the negative impact of external crises on their work.
Practical implications
This study details an important danger for employees who feel upset with dysfunctional politics: They psychologically distance themselves from their employer, which then prompts them to formulate counterproductive responses that likely make it more difficult to take on the problem in a credible manner. This detrimental dynamic is particularly risky if an external crisis negatively interferes with their work functioning.
Originality/value
This study adds to prior research by detailing an unexplored but relevant mechanism (organizational disidentification) and moderator (external crisis threats) by which perceived organizational politics translates into enhanced counterproductive work behaviour.
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Dirk De Clercq, Yunita Sofyan, Yufan Shang and Luis Espinal Romani
This study aims to investigate an underexplored behavioral factor, knowledge hiding, that connects employees’ perceptions of organizational politics (POP) with their diminished…
Abstract
Purpose
This study aims to investigate an underexplored behavioral factor, knowledge hiding, that connects employees’ perceptions of organizational politics (POP) with their diminished promotability, while also considering the moderating role of employees’ harmony motives in this process.
Design/methodology/approach
The research hypotheses are tested with multisource, three-round data collected among employees and their supervisors.
Findings
Employees’ beliefs about self-serving organizational decision-making increase their propensity to hide knowledge, which, in turn, diminishes their promotability. This intermediate role of knowledge hiding is more prominent when their disintegration avoidance motive is strong but less prominent when their harmony enhancement motive is strong.
Practical implications
A refusal to share knowledge with organizational colleagues, as a covert response to POP, can create a negative cycle for employees. They are frustrated with decision-making practices that are predicated on favoritism, but by choosing seemingly subtle ways to respond, they compromise their own promotion prospects. To avoid this escalation, employees should adopt an active instead of passive approach toward maintaining harmony in their work relationships.
Originality/value
This research contributes to extant research by detailing a hitherto overlooked reason that employees’ frustrations with dysfunctional politics may escalate into an enhanced probability to miss out on promotion opportunities. They respond to this situation by engaging in knowledge hiding. As an additional contribution, this study details how the likelihood of this response depends on employees’ harmony motives.
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Marion A. Weissenberger‐Eibl and Benjamin Teufel
Firms engaged in new product development (NPD) have to achieve a balanced portfolio of NPD projects. Despite the large number of models purporting to support portfolio…
Abstract
Purpose
Firms engaged in new product development (NPD) have to achieve a balanced portfolio of NPD projects. Despite the large number of models purporting to support portfolio optimization, most of them do not take into account political bias in project selection decisions. This paper aims to analyze approaches of organizational politics to NPD project selection and their implications for NPD portfolio management and future research.
Design/methodology/approach
A review is made of the current literature at the intersection between organizational politics and NPD project selection. With regard to the underlying assumptions of organizational politics, similarities, differences, practical implications, and research perspectives are identified.
Findings
From the paper, insights could be gained into explaining the effects of organizational politics on NPD project selection. However, the differences in assumptions that can be generally observed in organizational politics are also reflected in the studies analyzed. Future research could benefit from integrating different political and methodological perspectives.
Practical implications
In order to reach a balanced NPD portfolio, the potentially dysfunctional biases which characterize political processes from idea generation to project selection should be addressed. A concept of NPD portfolio management is proposed which considers the management of power and politics.
Originality/value
This paper contributes to a more comprehensive overview of political approaches of NPD project selection and serves as a sound basis for future research. The relevance and implications of politics for NPD portfolio management are demonstrated.
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BOSNIA: Dysfunctional politics retards job creation
Details
DOI: 10.1108/OXAN-ES221892
ISSN: 2633-304X
Keywords
Geographic
Topical
The purpose of this paper is to help managers and leaders with the necessary information to implement a cure for poor organizational performance
Abstract
Purpose
The purpose of this paper is to help managers and leaders with the necessary information to implement a cure for poor organizational performance
Design/methodology/approach
The author has conducted research in organizations and has found out that many organizations are being affected by dysfunctional leadership, which is acting as a cancer, eating up many organizations.
Findings
Dysfunctional leadership has been found to be the cancer that eats many organizations.
Practical implications
Best practices are provided to cure challenges caused by bad leadership.
Originality/value
This paper gives practical advice from situations in organizations and helps organizations to identify signs of bad leadership and how they can be cured.
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Fabian Ugwu, Anthony C. Nwali, Lawrence E. Ugwu, Chiedozie O. Okafor, Keyna C. Ozurumba and Ike E. Onyishi
This study investigated employee cynicism and workplace ostracism as pathways through which perceived organizational politics (POPs) is related to counterproductive work behavior…
Abstract
Purpose
This study investigated employee cynicism and workplace ostracism as pathways through which perceived organizational politics (POPs) is related to counterproductive work behavior (CWB) targeted at individual coworkers (CWB-I) and the organization (CWB-O).
Design/methodology/approach
Data were collected from 794 university employees in Southeastern, Nigeria at three-point of measurements.
Findings
Results of the Structural Equation Modelling showed that POPs positively predicted CWB-I but did not predict CWB-O directly. POPs positively predicted both employee cynicism and workplace ostracism. Employee cynicism did not predict CWB-I and CWB-O, but workplace ostracism positively predicted both CWB-I and CWB-O. Moreover, whilst POPs did not predict both CWB-I and CWB-O through employee cynicism; workplace ostracism partially mediated the relationship between POPs and the two dimensions of CWB.
Originality/value
The relationship between POPs and CWB has been documented in the literature, but whether affect-laden processes (employee cynicism and workplace ostracism) explain this relationship is new. Conducting the study in a context previously neglected extended our understanding of the indirect relationship between POPs and CWB.
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Navneet Kaur and Lakhwinder Singh Kang
Based on the conservation of resource (COR) theory, this study investigates the association between the perception of organizational politics and organizational citizenship…
Abstract
Purpose
Based on the conservation of resource (COR) theory, this study investigates the association between the perception of organizational politics and organizational citizenship behavior (OCB) while considering the mediating role of knowledge hiding and moderating role of political skill in this process.
Design/methodology/approach
Data were collected in a time-lagged survey in two waves with a three-week interval from frontline employees and their peers working in private sector banks in India. The hypothesized relationships were ascertained using the PROCESS macro for SPSS.
Findings
The results revealed a negative association between the perception of organizational politics and OCBs targeted at co-workers (OCBI), organization (OCBO) and customers (OCBC), both directly and indirectly, via knowledge hiding. Additionally, the negative indirect effect of the perception of organizational politics on OCB facets, via knowledge hiding, is buffered for individuals with high levels of political skill.
Originality/value
The current study portrays a more comprehensive understanding of the dynamics between the perception of organizational politics and OCB, with a particular emphasis on identifying the unidentified factors that may impact this liaison.
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