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Does work politics get in the way of nurses’ passions even when mired in a global pandemic? To address this question, we examined the nonlinear associations of general work passion with job outcomes for practicing nurses and investigated... more
Does work politics get in the way of nurses’ passions even when mired in a global pandemic? To address this question, we examined the nonlinear associations of general work passion with job outcomes for practicing nurses and investigated whether these relationships were consistent across levels of perceived work politics. Results from multi-source, time-separated data indicated that passion possessed nonlinear associations with job satisfaction (inverted U-shape), work effort (U-shape), organizational citizenship behaviors (OCBs) (U-shape), and work performance (U-shape). Furthermore, passion demonstrated nonlinear relationships with job satisfaction and work effort when perceptions of organizational politics (POPs) were high (inverted U-shape) and low (U-shape). A nonlinear relationship emerged when POPs were high (inverted U-shape) when examining work passion associations with OCBs and job performance. Conversely, nonlinear associations were nonsignificant when POPs were low. Thes...
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Purpose The purpose of this paper is to examine the association between positive perceptions of politics (i.e. positive politics) and decision creativity and propitiousness (i.e. reaching unforeseen advantages while limiting unexpected... more
Purpose The purpose of this paper is to examine the association between positive perceptions of politics (i.e. positive politics) and decision creativity and propitiousness (i.e. reaching unforeseen advantages while limiting unexpected problems). In addition, drawing from threat-rigidity effect theory the authors argue that such relationships will be resilient to external environmental threats and specifically macro-economic uncertainty. Design/methodology/approach The database for the analyses consisted of 200 strategic decisions gathered from firms located in Dubai. Findings Positive politics significantly influence decision creativity and propitiousness. Also, macro-economic uncertainty moderates this relationship. Research limitations/implications Although this research has tried to adopt a more neutral perspective on political behavior, much more work is required to better understand the role and implications of neutral politics in decision-making. Practical implications If dec...
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... 610345 Ilias Kapoutsis a * , Alexandros Papalexandris a , Ioannis C. Thanos a & Andreas G. Nikolopoulos a Available online: 09 Sep 2011. ... Journal of Management , 20: 43–65. [CrossRef], [Web of Science ®] View all... more
... 610345 Ilias Kapoutsis a * , Alexandros Papalexandris a , Ioannis C. Thanos a & Andreas G. Nikolopoulos a Available online: 09 Sep 2011. ... Journal of Management , 20: 43–65. [CrossRef], [Web of Science ®] View all references; Ferris, Harrell-Cook and Dulebohn 200035. ...
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ABSTRACT Initiation is an often-overlooked yet essential stage of the negotiation process. This study examined the effects of two measures of personality—Machiavellianism and risk propensity—and relative bargaining power (as based on... more
ABSTRACT Initiation is an often-overlooked yet essential stage of the negotiation process. This study examined the effects of two measures of personality—Machiavellianism and risk propensity—and relative bargaining power (as based on multiple situational factors) on three phases of the initiation process—engaging a counterpart, making a request, and optimizing the request. Using a multi-scenario approach, one hundred fifteen participants indicated their initiation preferences for three distinct negotiations. The results of repeated measures ANOVAs indicate that bargaining power influences an individual’s decision to initiate negotiations. In addition, those high in Machiavellianism choose to initiate negotiations even when relative bargaining power is low, whereas those high in risk propensity tend to optimize their requests. The implications of these findings for practitioners and future research are discussed.
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ABSTRACT We developed a two-study, cross-national, constructive replication to examine the role of organizational politics perceptions as a contextual moderator of the political skill – job performance relationship. Specifically, we... more
ABSTRACT We developed a two-study, cross-national, constructive replication to examine the role of organizational politics perceptions as a contextual moderator of the political skill – job performance relationship. Specifically, we hypothesized that high levels of political skill would demonstrate its strongest positive effects on job performance when politics perceptions were perceived as low. Conversely, we hypothesized that political skill would demonstrate no relationship with job performance under conditions of high politics perceptions. Across studies conducted both in the United States and Greece, the hypothesis received strong support. In settings characterized by lower perceived politics, high levels of political skill predicted significant increases in job performance, whereas these effects were attenuated in environments characterized by high perceived politics. Contributions and implications of this research, strengths and limitations, and directions for future study are discussed.
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Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and... more
Persistent change has placed considerable pressure on organizations to keep up or fade into obscurity. Firms that remain viable, or even thrive, are staffed with decision-makers who capably steer organizations toward opportunities and away from threats. Accordingly, leadership development has never been more critical. In this chapter, the authors propose that leader development is an inherently dyadic process initiated to communicate formal and informal expectations. The authors focus on the informal component, in the form of organizational politics, as an element of leadership that is critical to employee and company success. The authors advocate that superiors represent the most salient information source for leader development, especially as it relates to political dynamics embedded in work systems. The authors discuss research associated with our conceptualization of dyadic political leader development (DPLD). Specifically, the authors develop DPLD by exploring its conceptual un...
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By tapping into different influence tactic meta-categories, we investigated the variations in subordinates' task performance that stemmed from the downward use of hard and soft influence tactics. We suggest that the combined use of... more
By tapping into different influence tactic meta-categories, we investigated the variations in subordinates' task performance that stemmed from the downward use of hard and soft influence tactics. We suggest that the combined use of these antipodal behaviors to a high degree, defined as influence tactic ambidexterity, can have a positive and more stable impact on subordinates' task performance than the use of either hard or soft tactics. This study also builds upon previous research by demonstrating that political skill leverages the relationship between influence tactic ambidexterity and subordinates' task performance.
This study seeks to explore the international entrepreneurial orientation – international performance association taking into account contingency and configuration examinations including environmental hostility and political behavior. The... more
This study seeks to explore the international entrepreneurial orientation – international performance association taking into account contingency and configuration examinations including environmental hostility and political behavior. The evidence draws from activities on 113 US and 207 Greek internationalised firms. Results show that there is a direct positive association between international entrepreneurial orientation and performance in both samples. While there is no supporting evidence for contingency associations, the results suggest that the configurational hypothesis receives support in the Greek sample. This is seemingly the first research that provides such evidence in the international entrepreneurship literature. Research and managerial implications are discussed.
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Purpose The purpose of this paper is to examine the association between positive perceptions of politics (i.e. positive politics) and decision creativity and propitiousness (i.e. reaching unforeseen advantages while limiting unexpected... more
Purpose The purpose of this paper is to examine the association between positive perceptions of politics (i.e. positive politics) and decision creativity and propitiousness (i.e. reaching unforeseen advantages while limiting unexpected problems). In addition, drawing from threat-rigidity effect theory the authors argue that such relationships will be resilient to external environmental threats and specifically macro-economic uncertainty. Design/methodology/approach The database for the analyses consisted of 200 strategic decisions gathered from firms located in Dubai. Findings Positive politics significantly influence decision creativity and propitiousness. Also, macro-economic uncertainty moderates this relationship. Research limitations/implications Although this research has tried to adopt a more neutral perspective on political behavior, much more work is required to better understand the role and implications of neutral politics in decision-making. Practical implications If decision makers ensure that the concern for the organization’s welfare remains a priority over the self-serving motives of the actors, then politics can enhance decision success. Social implications This paper challenges the long held conventional wisdom that politics in organizations are an important underlying cause of unethical practices, poor decisions and organizational ineffectiveness. Originality/value The findings serve to further the understanding of complexities involved in the relationships between political behavior and its consequences.
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Negotiation is an essential business process, with the initiation of a negotiation likely to affect how the process unfolds. Despite the fact that opportunities are often lost when one or more parties fail to initiate, initiation has... more
Negotiation is an essential business process, with the initiation of a negotiation likely to affect how the process unfolds. Despite the fact that opportunities are often lost when one or more parties fail to initiate, initiation has until recently been overlooked in negotiation process models and research. This paper reports findings from a study that examines the effects situational/contextual factors and culture have on the initiation process (engaging a prospective counterpart, making a request, and optimizing that request), focusing specifically on relative bargaining power (a situational factor) and individualism-collectivism. Higher bargaining power was found to increase the likelihood of initiation intentionality in general as well as the requesting and optimizing phases more specifically. In addition, individualism/collectivism was also found to affect initiation, with individualists more likely than collectivists to initiate a negotiation. Further, this effect was enhanced...
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Negotiation is an interpersonal process common to everyday personal and professional success. Yet individuals often fail to recognize opportunities for initiating negotiations and the immediate and long-term implications of these... more
Negotiation is an interpersonal process common to everyday personal and professional success. Yet individuals often fail to recognize opportunities for initiating negotiations and the immediate and long-term implications of these oversights for themselves and others. This article describes a simple yet rich negotiation exercise that learners can undertake outside the classroom in a familiar and highly accessible setting, an exercise that offers insights into and reinforcement of principles and theories from the individual (e.g., perception, personality, motivation), interpersonal/group (e.g., communication media, group dynamics, power), and organizational/environmental (e.g., design/structure, ethics) dimensions of organizational behavior and management. The application of these and other lessons to negotiations across organizational levels are offered, along with specific observations from learners of the parallels to asking one’s boss for a raise.