Interactive effects of impression management and organizational politics on job performance

By Suzanne Zivnuska, K. Kacmar, L. Witt, Dawn S. Carlson, Virginia K. Bratton. 2004

176 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/393244bfe44e27069b3993d951aeb61c15712118

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In Organizational Behavior and Human Resource Management

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Organizational Politics and Job Outcomes: The Moderating Effect of Trust and Social Support (2010, background): “…are much in line with some theoretical notions that were suggested by Ferris et al. (2002) and with several other studies emphasizing the indirect nature of the POPS–outcomes relationship (e.g., Byrne, 2005; Harris et al., 2007; Hochwarter et al., 2003; Poon, 2004, 2006; Zivnuska et al., 2004).”
Emotions in Management and the Management of Emotions: The Impact of Emotional Intelligence and Organizational Politics on Public Sector Employees (2010, unknown): “An initial justifi cation for suggesting this type of relationship relies on the complex role of internal politics, as revealed in other studies of organizational performance (i.e., Harris, Andrews, and Kacmar 2007; Poon 2003, 2004, 2006; Zivnuska et al. 2004).”
Speaking Up When Water Is Murky: An Uncertainty-Based Model Linking Perceived Organizational Politics to Employee Voice (2018, background): “of POP feature ever-changing power and relationship structures within the organization (Zivnuska et al., 2004), “the immediate environment becomes unpredictable because the unwritten rules for success change as the power of those playing the political game varies” (Hall et al.”
Gender Differences in Impression Management in Organizations: A Qualitative Review (2007, background): “It follows that impression management may vary in success depending on the political climate of the organization ( Zivnuska et al., 2001 ).”
The emotional implications of organizational politics: A process model (2009, background): “Previous empirical research examining the linkages between POP and outcomes has typically, although not exclusively (e.g. Randall et al., 1999; Vigoda, 2000a; Zivnuska et al., 2004), relied on either a single source of data or responses from employees who work only parttime.”