Perceptions of Organizational Politics: A Need Satisfaction Paradigm

Published Online:https://doi.org/10.1287/orsc.2013.0857

References

  • Abbas M, Raja U, Darr W, Bouckenooghe D (2012) Combined effects of perceived politics and psychological capital on job satisfaction, turnover intentions, and performance. J. Management, ePub ahead of print August 10, DOI:10.1177/0149206312455243.Google Scholar
  • Amabile TM (1979) Effects of external evaluation on artistic creativity. J. Personality Soc. Psych. 37(2):221–233.CrossrefGoogle Scholar
  • Amabile TM, Conti R, Coon H, Lazenby J, Herron M (1996) Assessing the work environment for creativity. Acad. Management J. 39(5):1154–1184.CrossrefGoogle Scholar
  • Andrews MC, Kacmar KM (2001) Discriminating among organizational politics, justice, and support. J. Organ. Behav. 22(4):347–366.CrossrefGoogle Scholar
  • Aryee S, Chen ZX, Budhwar PS (2004) Exchange fairness and employee performance: An examination of the relationship between organizational politics and procedural justice. Organ. Behav. Human Decision Processes 94(1):1–14.CrossrefGoogle Scholar
  • Axtell CM, Holman DJ, Unsworth KL, Wall TD, Waterson PE (2000) Shopfloor innovation: Facilitating the suggestion and implementation of ideas. J. Occupational Organ. Psych. 73(3):265–285.CrossrefGoogle Scholar
  • Baard PP, Deci EL, Ryan RM (2004) Intrinsic need satisfaction: A motivational basis of performance and well-being in two work settings. J. Appl. Soc. Psych. 34(10):2045–2068.CrossrefGoogle Scholar
  • Bandura A (1986) Social Foundations of Thought and Action: A Social Cognitive Theory (Prentice-Hall, Englewood Cliffs, NJ).Google Scholar
  • Baron RM, Kenny DA (1986) The moderator-mediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations. J. Personality Soc. Psych. 51(6):1173–1182.CrossrefGoogle Scholar
  • Baumgartner H, Homburg C (1996) Applications of structural modeling in marketing and consumer research: A review. Internat. J. Res. Marketing 103(2):139–161.CrossrefGoogle Scholar
  • Blau PM (1964) Exchange and Power in Social Life (John Wiley & Sons, New York).Google Scholar
  • Bollen KA (1989) Structural Equations with Latent Variables (John Wiley & Sons, New York).CrossrefGoogle Scholar
  • Borman WC, Motowidlo SJ (1993) Expanding the criterion domain to include elements of contextual performance. Schmitt N, Borman WC, eds. Personnel Selection in Organizations (Jossey-Bass, San Francisco), 71–98.Google Scholar
  • Bowen C-C, Swim JK, Jacobs RR (2000) Evaluating gender biases on actual job performance of real people: A meta-analysis. J. Appl. Soc. Psych. 30(10):2194–2215.CrossrefGoogle Scholar
  • Brislin RW (1980) Translation and content analysis of oral and written materials. Triandis HC, Lonner W, eds. Handbook of Cross-Cultural Psychology: Methodology, Vol. 2 (Allyn & Bacon, Boston), 389–444.Google Scholar
  • Brouer RL, Harris KJ, Kacmar KM (2011) The moderating effects of political skill on the perceived politics-outcome relationships. J. Organ. Behav. 32(6):869–885.CrossrefGoogle Scholar
  • Chang CH, Rosen CC, Levy PE (2009) The relationship between perceptions of organizational politics and employee attitudes, strain, and behavior: A meta-analytic examination. Acad. Management J. 52(4):779–801.CrossrefGoogle Scholar
  • Cohen J, Cohen P, West SG, Aiken LS (2003) Applied Multiple Regression/Correlation Analysis for the Behavior Sciences (Lawrence Erlbaum Associates, Mahwah, NJ).Google Scholar
  • Crant JM (2000) Proactive behavior in organizations. J. Management 26(3):435–462.CrossrefGoogle Scholar
  • Cropanzano RJ, Mitchell MS (2005) Social exchange theory: An interdisciplinary review. J. Management 31(6):874–900.CrossrefGoogle Scholar
  • Cropanzano R, Howes JC, Grandey AA, Toth P (1997) The relationship of organizational politics and support to work behaviors, attitudes, and stress. J. Organ. Behav. 18(2):159–180.CrossrefGoogle Scholar
  • Darr W, Johns G (2004) Political decision-making climates: Theoretical processes and multi-level antecedents. Human Relations 57(2):169–200.CrossrefGoogle Scholar
  • Deci EL, Ryan RM (1985) Intrinsic Motivation and Self-Determination in Human Behavior (Plenum, New York).CrossrefGoogle Scholar
  • Deci EL, Ryan RM (2000) The “what” and “why” of goal pursuits: Human needs and the self-determination of behavior. Psych. Inquiry 11(4):227–268.CrossrefGoogle Scholar
  • Deci EL, Ryan RM, Gagné M, Leone DR, Usunov J, Kornazheva BP (2001) Need satisfaction, motivation, and well-being in the work organizations of a former eastern bloc country. Personality Soc. Psych. Bull. 27(8):930–942.CrossrefGoogle Scholar
  • Eden D (2002) Replication, meta-analysis, scientific progress, and AMJ’s publication policy. Acad. Management J. 45(5):841–846.CrossrefGoogle Scholar
  • Eisenberger R, Huntington R, Hutchison S, Sowa D (1986) Perceived organizational support. J. Appl. Psych. 71(3):500–507.CrossrefGoogle Scholar
  • Ferris DL, Brown DJ, Lian H, Keeping LM (2009) When does self-esteem relate to deviant behavior? The role of contingencies of self-worth. J. Appl. Psych. 94(5):1345–1353.CrossrefGoogle Scholar
  • Ferris DL, Lian H, Brown DJ, Pang FXJ, Keeping LM (2010) Self-esteem and job performance: The moderating role of self-esteem contingencies. Personnel Psych. 63(3):561–593.CrossrefGoogle Scholar
  • Ferris GR, Russ GS, Fandt PM (1989) Politics in organizations. Giacalone RA, Rosenfeld P, eds. Impression Management in Organizations (Sage, Newbury Park, CA), 143–170.Google Scholar
  • Ferris GR, Adams G, Kolodinsky RW, Hochwarter WA, Ammeter AP (2002) Perceptions of organizational politics: Theory and research directions. Yammarino FJ, Dansereau F, eds. The Many Faces of Multi-Level Issues (Elsevier Science, New York), 179–254.CrossrefGoogle Scholar
  • Ferris GR, Frink DD, Bhawuk DPS, Zhou J, Gilmore DC (1996) Reactions of diverse groups to politics in the workplace. J. Management 22(1):23–44.Google Scholar
  • Fornell C, Larcker DF (1981) Evaluating structural equation models with unobservable variables and measurement error. J. Marketing Res. 18(1):39–50.CrossrefGoogle Scholar
  • Gagné M (2003) The role of autonomy support and autonomy orientation in the engagement of prosocial behavior. Motivation Emotion 27(3):199–223.CrossrefGoogle Scholar
  • Gagné M, Deci EL (2005) Self-determination theory and work motivation. J. Organ. Behav. 26(4):331–362.CrossrefGoogle Scholar
  • Gandz J, Murray VV (1980) The experience of workplace politics. Acad. Management J. 23(2):237–251.CrossrefGoogle Scholar
  • George JM, Zhou J (2001) When openness to experience and conscientiousness are related to creative behavior: An interactional approach. J. Appl. Psych. 86(3):513–524.CrossrefGoogle Scholar
  • Gouldner AW (1960) The norm of reciprocity: A preliminary statement. Amer. Sociol. Rev. 25(2):161–178.CrossrefGoogle Scholar
  • Greguras GJ, Diefendorff JM (2009) Different fits satisfy different needs: Linking person-environment fit to employee commitment and performance using self-determination theory. J. Appl. Psych. 94(2):465–477.CrossrefGoogle Scholar
  • Griffin MA, Neal A, Parker SK (2007) A new model of work role performance: Positive behavior in uncertain and interdependent contexts. Acad. Management J. 50(2):327–347.CrossrefGoogle Scholar
  • Halbesleben JRB, Wheeler AR (2006) The relationship between perceptions of politics, social support, withdrawal, and performance. Vigoda Gadot E, Drory A, eds. Handbook of Organizational Politics (Edward Elgar, Cheltenham, UK), 253–270.CrossrefGoogle Scholar
  • Hall RJ, Snell AF, Foust MS (1999) Item parceling strategies in SEM: Investigating subtle effects of unmodeled secondary constructs. Organ. Res. Methods 2(3):233–256.CrossrefGoogle Scholar
  • Hall AT, Hochwarter WA, Ferris GR, Bowen MG (2004) The dark side of politics in organizations. Griffin RW, O’Leary-Kelly AM, eds. The Dark Side of Organizational Behavior (Jossey-Bass, San Francisco), 237–261.Google Scholar
  • Harrell-Cook G, Ferris GR, Dulebohn JH (1999) Political behaviors as moderators of the perceptions of organizational politics-work outcomes relationships. J. Organ. Behav. 20(7):1093–1105.CrossrefGoogle Scholar
  • Harris KJ, Kacmar KM (2005) Easing the strain: The buffer role of supervisors in the perceptions of politics-strain relationship. J. Occupational Organ. Psych. 78(3):337–354.CrossrefGoogle Scholar
  • Harris RB, Harris KJ, Harvey P (2007a) A test of competing models of the relationships among perceptions of organizational politics, perceived organizational support, and individual outcomes. J. Soc. Psych. 147(6):631–655.CrossrefGoogle Scholar
  • Harris KJ, Harvey P, Kacmar KM (2009) Do social stressors impact everyone equally? An examination of the moderating impact of core self-evaluations. J. Bus. Psych. 24(2):153–164.CrossrefGoogle Scholar
  • Harris KJ, Kacmar KM, Zivnuska S, Shaw JD (2007b) The impact of political skill on impression management effectiveness. J. Appl. Psych. 92(1):278–285.CrossrefGoogle Scholar
  • Hobfoll SE (1989) Conservation of resources: A new attempt at conceptualizing stress. Amer. Psychologist 44(3):513–524.CrossrefGoogle Scholar
  • Hobfoll SE (2001) The influence of culture, community, and the nested-self in the stress process: Advancing conservation of resources theory. Appl. Psych: Internat. Rev. 50(3):337–421.CrossrefGoogle Scholar
  • Hobfoll SE (2002) Social and psychological resources and adaptation. Rev. General Psych. 6(4):307–324.CrossrefGoogle Scholar
  • Hobfoll SE, Kay JS (2000) Conservation of resources theory. Fink G, ed. The Encyclopedia of Stress, Vol. 1 (Academic Press, San Diego), 519–525.Google Scholar
  • Hobfoll SE, Leiberman JR (1987) Personality and social resources in immediate and continued stress resistance among women. J. Personality Soc. Psych. 52(1):18–26.CrossrefGoogle Scholar
  • Hochwarter WA, Witt LA, Kacmar KM (2000) Perceptions of organizational politics as a moderator of the relationship between conscientiousness and job performance. J. Appl. Psych. 85(3):472–478.CrossrefGoogle Scholar
  • Hochwarter WA, Kacmar C, Perrewe PL, Johnson D (2003) Perceived organizational support as a mediator of the relationship between politics perceptions and work outcomes. J. Vocational Behav. 63(3):438–456.CrossrefGoogle Scholar
  • Hochwarter WA, Ferris G, Laird MD, Treadway DC, Gallagher VC (2010) Nonlinear politics perceptions—Work outcomes relationships: A three-study, five-sample investigation. J. Management 36(3):740–763.Google Scholar
  • Hogan R, Warrenfeltz R (2003) Educating the modern manager. Acad. Management Learn. Ed. 2(1):74–84.CrossrefGoogle Scholar
  • House RJ, Rizzo JR (1972) Role conflict and ambiguity as critical variables in a model of organizational behavior. Organ. Behav. Human Decision Processes 7(3):467–505.CrossrefGoogle Scholar
  • Hu L, Bentler PM (1999) Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Model. 6(1):1–55.CrossrefGoogle Scholar
  • Ilardi BC, Leone D, Kasser R, Ryan RM (1993) Employee and supervisor ratings of motivation: Main effects and discrepancies associated with job satisfaction and adjustment in a factory setting. J. Appl. Soc. Psych. 23(21):1789–1805.CrossrefGoogle Scholar
  • James LR, Mulaik SA, Brett JM (2006) A tale of two methods. Organ. Res. Methods 9(2):233–244.CrossrefGoogle Scholar
  • Janssen O (2000) Job demands, perceptions of effort-reward fairness, and innovative work behavior. J. Occupational Organ. Behav. 73(3):287–302.CrossrefGoogle Scholar
  • Johns G (1999) A multi-level theory of self-serving behavior in and by organizations. Sutton RI, Staw BM, eds. Research in Organizational Behavior, Vol. 21 (Elsevier Science/JAI Press, New York), 1–38.Google Scholar
  • Johnson RE, Rosen CC, Chang C-C, Djurdjevic E, Taing MU (2012) Recommendations for improving the construct clarity of higher-order multidimensional constructs. Human Resource Management Rev. 22(2):62–72.CrossrefGoogle Scholar
  • Kacmar KM, Baron RA (1999) Organizational politics: The state of the field, links to related processes, and an agenda for future research. Ferris GR, ed. Research in Human Resources Management, Vol. 17 (Elsevier Science/JAI Press, New York), 1–39.Google Scholar
  • Kacmar KM, Carlson DS (1997) Further validation of the perceptions of politics scale (POPS): A multi-sample approach. J. Management 23(5):627–658.Google Scholar
  • Kacmar KM, Collins BJ, Harris KJ, Judge TA (2009) Core self-evaluations and job performance: The role of the perceived work environment. J. Appl. Psych. 94(6):1572–1580.CrossrefGoogle Scholar
  • Kapoutsis I, Papalexandris A, Nikolopoulos A, Hochwarter WA, Ferris GR (2011) Politics perceptions as moderator of the political skill—job performance relationship: A two-study, cross-national, constructive replication. J. Vocational Behav. 78(1):123–135.CrossrefGoogle Scholar
  • Kasser T, Davey J, Ryan RM (1992) Motivation and employee-supervisor discrepancies in a psychiatric vocational rehabilitation setting. Rehabilitation Psych. 37(3):175–188.CrossrefGoogle Scholar
  • Kiewitz C, Restubog SLD, Zagenczyk T, Hochwarter W (2009) The interactive effects of psychological contract breach and organizational politics on perceived organizational support: Evidence from two longitudinal studies. J. Management Stud. 46(5):806–834.CrossrefGoogle Scholar
  • Kline RB (2005) Principles and Practice of Structural Equation Modeling, 2nd ed. (Guilford, New York).Google Scholar
  • Kumar P, Ghadially R (1989) Organizational politics and its effects on members of organizations. Human Relations 42(4):305–314.CrossrefGoogle Scholar
  • La Guardia JG, Ryan RM, Couchman CE, Deci EL (2000) Within-person variation in security of attachment: A self-determination theory perspective on attachment, need fulfillment, and well-being. J. Personality Soc. Psych. 79(3):367–384.CrossrefGoogle Scholar
  • Lazarus RS, Folkman S (1984) Stress, Appraisal, and Coping (Springer, New York).Google Scholar
  • LePine JA, Podsakoff NA, LePine MA (2005) A meta-analytic test of the challenge stressor-hindrance stressor framework: An explanation for inconsistent relationships among stressors and performance. Acad. Management J. 48(5):764–775.CrossrefGoogle Scholar
  • Lester SW, Turnley WH, Bloodgood JM, Bolino MC (2002) Not seeing eye to eye: Differences in supervisor and subordinate perceptions of and attributions for psychological contract breach. J. Organ. Behav. 23(1):39–56.CrossrefGoogle Scholar
  • Lewin K (1936) Principles of Topological Psychology (McGraw-Hill, New York).CrossrefGoogle Scholar
  • Li N, Liang NJ, Crant JM (2010) The role of proactive personality in job satisfaction and organizational citizenship behavior: A relational perspective. J. Appl. Psych. 95(2):395–404.CrossrefGoogle Scholar
  • Lian H (2010) Abusive supervision and organizational deviance: A mediated moderation model. Unpublished doctoral dissertation, University of Waterloo, Waterloo, ON, Canada.Google Scholar
  • Lian H, Ferris DL, Brown DJ (2012) Does taking the good with the bad make things worse? How abusive supervision and leader-member exchange interact to impact need satisfaction and organizational deviance. Organ. Behav. Human Decision Processes 117(1):107–123.CrossrefGoogle Scholar
  • Miller BK, Rutherford MA, Kolodinsky RW (2008) Perceptions of organizational politics: A meta-analysis of outcomes. J. Bus. Psych. 22(3):209–222.CrossrefGoogle Scholar
  • Mintzberg H (1983) Power In and Around Organizations (Prentice-Hall, Englewood Cliffs, NJ).Google Scholar
  • Morrison EW, Phelps CC (1999) Taking charge at work: Extrarole efforts to initiate workplace change. Acad. Management J. 42(4):403–419.CrossrefGoogle Scholar
  • Oldham GR, Cummings A (1996) Employee creativity: Personal and contextual factors at work. Acad. Management J. 39(3):607–634.CrossrefGoogle Scholar
  • Pearce JL, Xu QJ (2012) Rating performance or contesting status: Evidence against the homophily explanation for supervisor demographic skew in performance ratings. Organ. Sci. 23(2):373–385.LinkGoogle Scholar
  • Perrewe PL, Rosen CC, Maslach C (2012) Organizational politics and stress: The development of a process model. Ferris GR, Treadway DC, eds. Politics in Organizations: Theory and Research Considerations (Taylor & Francis Group, New York), 213–256.Google Scholar
  • Pfeffer J (1981) Power in Organizations (Pitman Publishing, Marshfield, MA).Google Scholar
  • Piccolo RF, Colquitt JA (2006) Transformational leadership and job behaviors: The mediating role of core job characteristics. Acad. Management J. 49(2):327–340.CrossrefGoogle Scholar
  • Pillai R, Scandura TA, Williams EA (1999) Leadership and organizational justice: Similarities and differences across cultures. J. Internat. Bus. Stud. 30(4):763–779.CrossrefGoogle Scholar
  • Podsakoff PM, MacKenzie SB, Podsakoff NP (2012) Sources of method bias in social science research and recommendations on how to control it. Annual Rev. Psych. 63:539–569.CrossrefGoogle Scholar
  • Podsakoff PM, MacKenzie SB, Moorman RH, Fetter R (1990) Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quart. 1(2):107–142.CrossrefGoogle Scholar
  • Podsakoff PM, MacKenzie SB, Paine JB, Bachrach DG (2000) Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. J. Management 26(3):513–563.CrossrefGoogle Scholar
  • Reis HT, Sheldon KM, Gable SL, Roscoe J, Ryan RM (2000) Daily well-being: The role of autonomy, competence, and relatedness. Personality Soc. Psych. Bull. 57(4):749–761.Google Scholar
  • Rioux S, Penner LA (2001) The causes of organizational citizenship behavior: A motivational analysis. J. Appl. Psych. 86(6):1306–1314.CrossrefGoogle Scholar
  • Robinson SL, Morrison EW (2000) The development of psychological contract breach and violation: A longitudinal study. J. Organ. Behav. 21:525–546.CrossrefGoogle Scholar
  • Rosen CC, Levy PE (2013) Stresses, swaps, and skill: An investigation of the psychological dynamics that relate work politics to employee performance. Human Performance 26(1):44–65.CrossrefGoogle Scholar
  • Rosen CC, Levy PE, Hall RJ (2006) Placing perceptions of politics in the context of the feedback environment, employee attitudes, and job performance. J. Appl. Psych. 91(1):211–220.CrossrefGoogle Scholar
  • Rosen CC, Harris KJ, Kacmar KM (2009a) The emotional implications of organizational politics: A process model. Human Relations 62(1):27–57.CrossrefGoogle Scholar
  • Rosen CC, Harris KJ, Kacmar KM (2011) LMX, context perceptions, and performance: An uncertainty management perspective. J. Management 37(3):819–838.Google Scholar
  • Rosen CC, Chang C-H, Johnson RE, Levy PE (2009b) Perceptions of the organizational context and psychological contract breach: Assessing competing perspectives. Organ. Behav. Human Decision Processes 108(2):202–217.CrossrefGoogle Scholar
  • Ryan RM (1995) Psychological needs and the facilitation of integrative processes. J. Personality 63(3):397–427.CrossrefGoogle Scholar
  • Ryan RM, Deci EL (2000) Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. Amer. Psychologist 55(1):68–78.CrossrefGoogle Scholar
  • Ryan RM, Deci EL (2001) On happiness and human potentials: A review of research on hedonic and eudaimonic well-being. Annual Rev. Psych. 52:141–166.CrossrefGoogle Scholar
  • Ryan RM, Deci EL (2002) Overview of self-determination theory: An organismic dialectical perspective. Deci EL, Ryan RM, eds. Handbook of Self-Determination Research (University of Rochester Press, Rochester, NY), 3–33.Google Scholar
  • Schaubroeck J, Cotton JL, Jennings KR (1989) Antecedents and consequences of role stress: A covariance structure analysis. J. Organ. Behav. 10(1):35–58.CrossrefGoogle Scholar
  • Shalley CE, Gilson LL, Blum TC (2009) Interactive effects of growth need strength, work context, and job complexity on self-reported creative performance. Acad. Management J. 52(3):489–505.CrossrefGoogle Scholar
  • Sheldon K, Niemiec C (2006) It’s not just the amount that counts: Balanced need satisfaction also affects well-being. J. Personality Soc. Psych. 91(2):331–341.CrossrefGoogle Scholar
  • Sheldon KM, Elliot AJ, Kim Y, Kasser T (2001) What is satisfying about satisfying events? Testing 10 candidate psychological needs. J. Personality Soc. Psych. 80(2):325–339.CrossrefGoogle Scholar
  • Sheldon KM, Turban DB, Brown KG, Barrick MR, Judge TA (2003) Applying self-determination theory to organizational research. Res. Personnel Human Resources Management 22:357–393.CrossrefGoogle Scholar
  • Shore LM, Tetrick LE, Lynch P, Barksdale K (2006) Social and economic exchange: Construct development and validation. J. Appl. Soc. Psych. 36(4):837–867.CrossrefGoogle Scholar
  • Shore LM, Tetrick LE, Taylor MS, Coyle-Shapiro J, Liden R, McLean Parks J, Morrison EW, et al. (2004) The employee-organization relationship: A timely concept in a period of transition. Res. Personnel Human Resources Management 23:291–370.CrossrefGoogle Scholar
  • Shiu E, Pervan SJ, Bove LL, Beatty SE (2011) Reflections on discriminant validity: Reexamining the Bove et al. (2009) findings. J. Bus. Res. 64(5):497–500.CrossrefGoogle Scholar
  • Shook, CL, Ketchen DJ Jr, Hult GTM, Kacmar KM (2004) An assessment of the use of structural equation modeling in strategic management research. Strategic Management J. 25(4):397–404.CrossrefGoogle Scholar
  • Sobel ME (1982) Asymptotic confidence intervals for indirect effects in structural equations models. Leinhart S, ed. Sociological Methodology, Vol. 13 (Jossey-Bass, San Francisco), 290–312.CrossrefGoogle Scholar
  • Stanton JM, Weiss WM (2002) Online panels for social science research: An introduction to the StudyResponse Project. Technical Report 13001, Syracuse University School of Information Studies, Syracuse, NY.Google Scholar
  • Stukas AA, Snyder M, Clary EG (1999) The effects of “mandatory volunteerism”; on intentions to volunteer. Psych. Sci. 10(1):59–64.CrossrefGoogle Scholar
  • Tabachnik BG, Fidell LS (1996) Using Multivariate Statistics, 3rd ed. (HarperCollins, New York).Google Scholar
  • Treadway DC, Ferris GR, Perrewe PL, Hochwarter WA, Witt LA, Goodman JM (2005) The role of age in the perceptions of politics—Job performance relationship: A three-study constructive replication. J. Appl. Psych. 90(5):872–881.CrossrefGoogle Scholar
  • Uysal A, Lin HL, Knee CR (2010) The role of need satisfaction in self-concealment and well-being. Personality Soc. Psych. Bull. 36(2):187–199.CrossrefGoogle Scholar
  • Vigoda E (2002) Stress-related aftermaths of workplace politics: The relationship among politics, job distress, and aggressive behaviors in organizations. J. Organ. Behav. 23(1):571–591.CrossrefGoogle Scholar
  • Volmer J, Spurk D, Niessen C (2012) Leader-member exchange (LMX), job autonomy, and creative involvement. Leadership Quart. 23(3):456–465.CrossrefGoogle Scholar
  • Voyer JJ (1994) Coercive organizational politics and organizational outcomes: An interpretive study. Organ. Sci. 5(1):72–85.LinkGoogle Scholar
  • Williams LJ, Anderson SE (1991) Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. J. Management 17(3):601–617.Google Scholar
  • Wu L-Z, Yim FH, Kwan HK, Zhang X (2012) Coping with workplace ostracism: The roles of ingratiation and political skill in psychological distress. J. Management Stud. 49(1):178–199.CrossrefGoogle Scholar
  • Zivnuska S, Kacmar KM, Witt LA, Carlson DS, Bratton VK (2004) Interactive effects of impression management and organizational politics on job performance. J. Organ. Behav. 25(5):627–640.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.