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1 – 4 of 4The purpose of this paper is to challenge the older perspective on the nature of workplace politics and its disruptive role in organizations. In particular, this paper references…
Abstract
Purpose
The purpose of this paper is to challenge the older perspective on the nature of workplace politics and its disruptive role in organizations. In particular, this paper references the positive aspect of meaningful relationship building that is promoted by workplace politics and how the very politicking becomes a necessary tool for generating and maintaining social capital within the organizational boundaries.
Design/methodology/approach
The paper relies on presenting author’s viewpoint on positive workplace politics and its intertwined relationship with social capital.
Findings
In the process of politicking, the relationships built, the networks established and maintained and the social capital acquired are of immense value. To thwart the negative effects of organizational politics such as disengagement from work, intentions to quit, low job satisfaction, etc., we must look into the multidimensional nature of politics and the value that social capital adds to it.
Research limitations/implications
The positive side of politics has long been in the shadows of its pronounced negative side. The paper presents the ground work for exploring the many colours of organizational politics and also delve into the factors that can thwart the negative effects of politics that may be experienced by the employees.
Originality/value
The paper contends that workplace politics is not just responsible for the disruptive and unwanted behaviours but is rather an important source of the positive and productive interpersonal relationships that are often useful in accomplishing individual and organizational goals.
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Hina Khan, Jawad Abbas, Kalpina Kumari and Hina Najam
Perception of organizational politics is one of the key factors of the organization's performance. Based on the principles of Game Theory, this study aims to examine the impact of…
Abstract
Purpose
Perception of organizational politics is one of the key factors of the organization's performance. Based on the principles of Game Theory, this study aims to examine the impact of management's and employee's politics within an organization on the psychological and organizational stress levels of workers, followed by their task and contextual performance.
Design/methodology/approach
Following the non-probability convenience sampling technique, the data was collected from the managerial and non-managerial staff of public, private and semi-government services organizations in Rawalpindi, Islamabad, Lahore, Faisalabad, Gujranwala, Abbottabad and Karachi cities in Pakistan.
Findings
The structural analyses indicate that organizational politics is a major cause of stress among workers and has a significant positive impact on the psychological and organizational stress of workers. Moreover, both organizational politics and job stress hinder workers' performance.
Originality/value
The findings of the current research provide valuable insights into the management of firms about the destructive role of politics with a special focus on psychological and organizational stress, followed by job and contextual performance, particularly in the context of Pakistan. It also proposes strategies to counter this issue, improving worker's performance. Furthermore, the findings also suggest whether management or employees are more involved in organizational politics.
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The purpose of this paper is to investigate the influence of entrepreneurs’ social competence (SC) on small and medium-sized enterprise (SME) performance.
Abstract
Purpose
The purpose of this paper is to investigate the influence of entrepreneurs’ social competence (SC) on small and medium-sized enterprise (SME) performance.
Design/methodology/approach
Primary data of 250 manufacturing SMEs were collected through a survey method. The influence of SC on performance was tested using structural equation modelling (SEM).
Findings
Overall, the findings suggest that SC dimensions have a positive influence on SME performance in terms of nonfinancial perspective. More clearly, the findings show that out of five dimensions of SC, which include social adaptability, social perception, social expressiveness, persuasiveness and impression management; social perception, persuasiveness and impression management have direct effect on customer perspective; persuasiveness, social expressiveness and social adaptability have a direct influence on internal business processes and social adaptability, social perception, impression management and social expressiveness are directly related with learning and growth. Contrary to expectations though, social perception and social adaptability were significantly and negatively associated with internal business processes and customer perspective, respectively, while there was no significant correlation between social expressiveness, persuasiveness and impression management with customer perspective, business processes and learning and growth in that order.
Practical implications
The current study affirms that SMEs managed by entrepreneurs and managers who possess high levels of SC, may have a better performance compared to those operated by entrepreneurs with low levels of SC. This justifies a need for SME entrepreneurs and managers to work hard to improve their SC capabilities.
Originality/value
This study is pertinent and unique because, it extensively examines each of the five dimensions of SC in relation to nonfinancial indicators of SME performance. Besides, the study also provides additional evidence of the impact of SC on SME performance by suggesting that entrepreneurs who are socially competent are more likely to own highly successful ventures.
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Nisma Naeem Mian, Muhammad Imran Malik and Saddam Hussain
The aim of the study is to investigate the relationship between humble leadership, project success, and service-oriented organizational citizenship behavior (OCB) and how task…
Abstract
Purpose
The aim of the study is to investigate the relationship between humble leadership, project success, and service-oriented organizational citizenship behavior (OCB) and how task complexity may moderate this relationship. The study aims to determine if humble leaders are more likely to promote service-oriented OCB among team members and if this behavior in turn leads to greater project success, especially in complex task environments. These relationships are examined through the lens of the conservation of resources theory.
Design/methodology/approach
The data were collected from the employees working in software companies using a closed-ended questionnaire, and a total of 214 complete questionnaires were analyzed. The research model was tested using structural equation modeling with the help of Smart PLS 3 software.
Findings
Humble leadership is positively associated with service-oriented organizational citizenship behavior (OCB), which in turn is linked to project success. Task complexity does not appear to have a significant impact on this relationship.
Practical implications
Humble leadership is positively related to IT project success through its influence on service-oriented organizational citizenship behavior and task complexity. Implications include the importance of fostering a humble leadership style to enhance IT project success, as well as the potential benefits of promoting service-oriented behavior among employees. It also highlights the need to consider task complexity when evaluating project success.
Originality/value
The research explores the relationship between “humble leadership” and project success, and how it relates to “service-oriented organizational citizenship behavior” and “task complexity”. It presents an original perspective on the role of leadership in project success and the impact of organizational culture on project outcomes through the lens of the conservation of resources theory.
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