Political behavior in organizations—A cross-cultural comparison
The purpose of this study is to explore the differences in the meaning attached to organizational politics (OP) across cultures. A critical incidents scale was distributed to two samples of university faculty, one in Canada and one in Israel. Three aspects relevant to the perception of OP were inves...
| Published in: | International journal of value-based management |
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| Authors: | ; |
| Format: | Electronic Article |
| Language: | English |
| Check availability: | HBZ Gateway |
| Journals Online & Print: | Drawer...
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| Fernleihe: | Fernleihe für die Fachinformationsdienste |
| Published: |
Proquest
1988
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| In: |
International journal of value-based management
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| Further subjects: | B
Critical Incident
B Organizational Politics B Formal Behavior B Political Behavior B Faculty Member |
| Online Access: |
Volltext (lizenzpflichtig) |
| Summary: | The purpose of this study is to explore the differences in the meaning attached to organizational politics (OP) across cultures. A critical incidents scale was distributed to two samples of university faculty, one in Canada and one in Israel. Three aspects relevant to the perception of OP were investigated : (1) the role that elements previously identified in the literature play in the actual perception of OP by employees; (2) the extent to which OP is perceived as moral; and (3) the degree to which OP is perceived to be prevalent or likely to occur in the subjects’ organization. The results showed that the Canadian sample perceived the various elements in the scale as generally more political, less moral, and less prevalent in their organization than the Israeli sample. Both samples considered informal influence attempts as more political than formal or illegal ones. The two samples also considered illegal influence attempts as less moral than formal or informal ones. Elements defined in our study as circumstantial, i.e, “conflict,” “power attainment,” “concealment of motive,” and “acting against the organization,” were found to make a smaller contribution to the perception of situations as political than elements defined as behavioral, i.e., “formal,” “informal,” and “illegal,” influence attempts. |
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| ISSN: | 1572-8528 |
| Contains: | Enthalten in: International journal of value-based management
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| Persistent identifiers: | DOI: 10.1007/BF03184886 |