1986
DOI: 10.2307/2392829
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Organizational Design as a Context for Political Activity

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Cited by 43 publications
(25 citation statements)
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“…High levels of centralization decrease perceptions of control. As individuals lose control over their environment, perceptions of politics increase while perceptions of support decrease (Eisenhardt and Bourgeois, 1988;Ferris et al, 1989Ferris et al, , 1996Ferris and Kacmar, 1992;Welsh and Slusher, 1986;Witt, 1995). Hence, centralization is predicted to be positively related to politics and negatively related to POS.…”
Section: Centralizationmentioning
confidence: 99%
“…High levels of centralization decrease perceptions of control. As individuals lose control over their environment, perceptions of politics increase while perceptions of support decrease (Eisenhardt and Bourgeois, 1988;Ferris et al, 1989Ferris et al, , 1996Ferris and Kacmar, 1992;Welsh and Slusher, 1986;Witt, 1995). Hence, centralization is predicted to be positively related to politics and negatively related to POS.…”
Section: Centralizationmentioning
confidence: 99%
“…Innovative diversification further allows PSFs to adapt to changes not only in the external knowledge environment but also in the configuration of their internal knowledge assets (Hitt, Bierman, Shimizu, & Kochhar, 2001). Diversification attempts within PSFs often involve the creation of new subunits within a firm, but such organizational redesign is an inherently political process (Welsh & Slusher, 1986). At the same time, diversifying into an innovative domain entails journeying away from familiar domains and into unchartered territory, so to speak, and could prove to be a cognitive stretch to those managing a firm (Ginsberg, 1990).…”
Section: Introductionmentioning
confidence: 99%
“…This heterogenity lowers the potential for consensus (Welsh and Slusher, 1986). The greater the differentiation, the greater the problems of integration (Lawrence and Lorsch, 1967).…”
Section: Organizational Complexity and Organizational Politicsmentioning
confidence: 99%
“…While there have been attempts to link the organization's structure and process to the incidence of OP (Pfeffer, 1981;Mintzberg, 1983), only Welsh and Slusher (1986), and Eisenhardt and Bourgeois (1988), have made concerted efforts to develop and test these theories empirically. However, while Welsh and Slusher studied an important, but infrequent, policy decision in an academic setting, viz., choosing a new dean, and Eisenhardt and Bourgeois investigated strategic decision making, we focus on a significant, but more frequent activity that encompasses both strategic and operational level issues-the technological innovation process in manufacturing companies.…”
mentioning
confidence: 99%