Organizational Design as a Context for Political Activity

Slusher, E. Allen

doi:10.2307/2392829

Cited by 43 publications

(25 citation statements)

References 16 publications

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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%

Discriminating among organizational politics, justice, and support

2001

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SummaryThe discriminant validity of perceptions of organizational politics, organizational support, and procedural and distributive justice was examined as the distinctions between these variables have been blurred in past research. Results from a sample of 418 full-time employees provided evidence of discriminant validity for these variables. First, structural equation modelling was used to isolate the best structural representation of these four variables. Then, six theoretically relevant predictors (i.e., leader±member exchange, centralization, formalization, co-worker cooperation, role con¯ict, and locus of control) were examined in an effort to provide further conceptual separation. Five of the six antecedents distinguished among politics, justice, and support. Suggestions for additional research that can shed light on the distinctions and similarities of these variables are offered based on the results of this study.

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Section: Centralizationmentioning

confidence: 99%

Discriminating among organizational politics, justice, and support

2001

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“…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%

Chartering new territory: diversification, legitimacy, and practice area creation in professional service firms

2008

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SummaryDiversification into innovative domains through new practice area creation is a critical imperative for professional services firms. Using theories of organizational territoriality and corporate charters, we conceptualize professional firms as federations of distinct practice areas and argue that the chartering of a new practice is an inherently political act. New practice area founders need to engage in appropriate legitimacy-mobilizing efforts in order to sustain diversification efforts. Our analysis of 46 cases of new practice area creation efforts in consulting and law firms shows that the mix of legitimacy required for new practice areas created through radical diversification is very different from that required for incremental diversification efforts. Our findings have important implications for studying how innovation is structurally accomplished in professional firms.

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“…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.…”

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confidence: 99%

The Impact of Structure and Process on Organizational Politics during the Technological Innovation Process : A Conceptual Framework

Prasad

Rubenstein

1993

Vikalpa: The Journal for Decision Makers

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In this paper, Prasad and Rubenstein hypothesize relationships between the formulation and implementation dimensions of general innovation related organizational politics (GIOP) and formalization, centralization, complexity, use of matrix structures, departmental power differentials and management's propensity for risk. According to them, if the organization's structure is complex, excessively organic or mechanistic and • interdepartmental power differentials and management's risk propensity skewed, then GIOP is high.

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Organizational Design as a Context for Political Activity

Cited by 43 publications

References 16 publications

Discriminating among organizational politics, justice, and support

Discriminating among organizational politics, justice, and support

Chartering new territory: diversification, legitimacy, and practice area creation in professional service firms

The Impact of Structure and Process on Organizational Politics during the Technological Innovation Process : A Conceptual Framework

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