No abstract

Nearly 2 decades ago, social influence theorists called for a new stream of research that would investigate why and how influence tactics are effective. The present study proposed that political skill affects the style of execution of influence attempts. It utilized balance theory to explain the moderating effect of employee political skill on the relationships between self- and supervisor-reported ingratiation. Additionally, supervisor reports of subordinate ingratiation were hypothesized to be negatively related to supervisor ratings of subordinate interpersonal facilitation. Results from a combined sample of 2 retail service organizations provided evidence that subordinates with high political skill were less likely than those low in political skill to have their demonstrated ingratiation behavior perceived by targets as a manipulative influence attempt. Also, when subordinates were perceived by their supervisors to engage in more ingratiation behavior, the subordinates were rated lower on interpersonal facilitation. Implications of these findings, limitations, and future research directions are provided.

Recent literature in the strategic management field suggests that firms must learn to re‐bundle internal competencies and resources in order to maintain competitive advantages over time. Utilizing the resource‐based view of the firm and dynamic capabilities perspectives, this paper examines the roles that absorptive and transformative capacity play in organizational innovation, with specific emphasis placed on the role and effectiveness of knowledge management systems as a determinant of innovation practices.

Purpose -The goal of this paper is to provide a broad foundation for future research in the area of strategic sourcing. Design/methodology/approach -The foundation is derived by drawing from various well-established organizational theories. Specifically, strategic sourcing was viewed from the perspective of institutional theory, resource dependence theory, network theory, systems theory, resource/knowledgebased views of the firm, transaction cost economics, agency theory, strategic choice theory, sociocognitive theory, and critical theory. Findings -By viewing strategic sourcing through the lens of ten organizational theories, this research provides multiple insights into many interrelated strategic sourcing questions, such as when to make, buy or ally, how many and which suppliers, and how to manage sourcing relationships. The paper offers a rich and diverse foundation to foster future theory-building activities in sourcing and supply management research. Originality/value -While some of these theory bases have been utilized, to some degree, in the supply management research, the paper offers a more holistic perspective of theoretical insights for strategic sourcing. Each of these organizational theories could be utilized as a foundation for future studies. Further, the paper offers competing and/or complementary theory bases to enhance possible insights into many strategic sourcing questions such as when to make, buy or ally.

Whereas previous research has examined the relationship between leader-member exchange (LMX) and objective measures of career success, it is likely that LMX is also an important predictor of subjective career success. Additionally, because of the political nature of an individual's career progression, it has been argued that one's personal style and resulting impressions are positively related to subjective career success. A sample of 295 retail workers was surveyed, and the results indicated that individuals in low-quality leader-member exchange experienced higher perceptions of subjective career success when they possess high levels of political skill.