The use and abuse of corporate politics

Beeman, Don R.; Sharkey, Thomas W.

doi:10.1016/0007-6813(87)90005-x

Cited by 18 publications

(7 citation statements)

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“…A number of decisions made in organizations must be made under conditions of uncertainty, where the decision-maker is unable to predict accurately what the outcomes of a decision might be. This uncertainty may create a condition that stimulates individual political behavior in the organization (Beman and Sharkey, 1987), causing individuals high in certain personality characteristics such as Machiavellianism or need for power (McClelland, 1985) to have a greater impact on the situation than individuals low in these personality traits. The huge amount of uncertainty that may occur when decisions are made, even in organizations with procedures and policies in place, can thus lead to weak situations in which individual personality dictates what happens, causing individuals to act in ways that are unpredictable.…”

Section: Literature Reviewmentioning

confidence: 99%

The effect of personality on perceptions of justice

Lilly

Virick

2006

Journal of Managerial Psychology

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Purpose -The purpose of this study is to examine the effect that work locus of control has on perceptions of trust, perceived organizational support, procedural justice and interactional justice. Design/methodology/approach -Survey data were collected from 679 alumni of a university in the Southwestern USA. Regression analyses and structural equation modeling were used to test a series of hypotheses. Findings -The results indicate that work locus of control has a significant positive relationship on all variables. Perceived organizational support fully mediated the relationship between work locus of control and perceptions of both procedural and interactional justice. Organizational trust fully mediated the relationship between work locus of control and interactional justice, but only partially mediated the relationship between work locus of control and procedural justice.Research limitations/implications -The data used in this paper are cross-sectional. Also, results are based on self-report survey data and subject to common method bias. As such, longitudinal studies are recommended for future research, as are finding antecedents to perceptions of justice that may help managers improve the way they communicate about decision-making at work. Originality/value -Findings from the study suggest the important role that personality plays as a precursor to justice perceptions in organizations.

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Section: Literature Reviewmentioning

confidence: 99%

The effect of personality on perceptions of justice

Lilly

Virick

2006

Journal of Managerial Psychology

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“…The first environmental constraint considered is economic scarcity or munificence (Staw & Szwajkowski, 1975). Under conditions of economic adversity or hardship, individuals and organizations at risk are more inclined to exploit the defects of imperfect markets through unethical behavior (Baucus & Near, 1991;Beeman & Sharkey, 1987;Simpson, 1986;Staw & Szwajkowski, 1975). The former Soviet Union provides a recent example as distortion in the systems of supply and exchange, along with political instability and judicial ineffectiveness, have led to few, if any, concerns for business ethics (Filatov, 1995).…”

Section: Economic Conditionsmentioning

confidence: 99%

Culture, Perceived Corruption, and Economics

Getz¹,

2001

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Corruption can impede commerce and economic development, yet it seems to be tolerated in many countries. The purpose of this study was to develop and test a model that integrates socioeconomic factors related to corruption. The analysis revealed that a negative relationship between economic adversity and wealth was mediated by corruption. Economic adversity was positively related to corruption, and corruption was inversely related to wealth. Uncertainty avoidance moderated the relationship between economic adversity and corruption, whereas power distance and uncertainty avoidance were positively associated with corruption. The implications of these results for enhancing the effectiveness of international agreements are discussed.

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“…According to Nelson (19941, individuals often will exploit the defects that are inevitable in any social structure due to imperfect markets. Highly unstable economic conditions together with excessive competition for resources is likely to produce behaviors designed to advance personal rather than mutual or public interests (Beeman and Sharkey, 1987).…”

Section: Economic Climatementioning

confidence: 99%

Perceptual differences in appropriateness and likelihood of use of negotiation behaviors: A cross‐cultural analysis

Volkema¹

1997

The Int. Exec.

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This paper examines the influence of culture and economic climate on perceptions of ethicality of negotiation behaviors between two emerging trading partners in the Western Hemisphere. Three hundred and forty future business leaders from Brazil and the United States rated their perceptions of the appropriateness and likelihood of use of eighteen negotiation behaviors. The results indicate significant differences in perceptions of the appropriateness of most tactics, but similarities in terms of respondents' likelihood of employing tactics that involve third parties. For respondents from both countries, traditional competitive bargaining behaviors (e.g., pretending you are in no hurry, hiding your bottom line, exaggerating an opening demand) were among the most accepted tactics. The implications of these findings for cross-cultural negotiations are discussed, along with opportunities for future research. 0 1997 John Wiley & Sons, Inc.

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The use and abuse of corporate politics

Cited by 18 publications

References 0 publications

The effect of personality on perceptions of justice

The effect of personality on perceptions of justice

Culture, Perceived Corruption, and Economics

Perceptual differences in appropriateness and likelihood of use of negotiation behaviors: A cross‐cultural analysis

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