Reactions to Organizational Politics: A Cross-Cultural Examination in Israel and Britain

By Eran Vigoda. 2001

151 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/43fca7b7372f3bacd0655ab1fb02162dba35035c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Thomas W. H. Ng
2. D. Feldman
3. M. Bolino
4. Jonathon R. B. Halbesleben
5. E. Vigoda-Gadot
6. Osman M. Karatepe
7. Usman Raja
8. W. H. Turnley

In Strategy and Management

1. M. Bolino
2. W. H. Turnley
3. Angela Xu
4. Galit Meisler
5. E. Vigoda-Gadot
6. Z. Chen
7. Usman Raja
8. Muhammad Abbas

Citations in the corpus

• HOW BROADLY DOES EDUCATION CONTRIBUTE TO JOB PERFORMANCE (2009, background): “For instance, Vigoda (2001) asked respondents to report their estimates of days missed work for reasons other than sickness.”
• Exchange fairness and employee performance: An examination of the relationship between organizational politics and procedural justice (2004, background): “Perceptions of organizational politics have been shown to be related to neglect (Vigoda, 2001), and both interpersonal facilitation and job dedication facets of contextual performance (Witt et al., 2002).”
• Combined Effects of Perceived Politics and Psychological Capital on Job Satisfaction, Turnover Intentions, and Performance (2014, background): “For example, Vigoda (2001) found that British and Israeli employees reported similar levels of organizational politics in the workplace; however, British employees responded to perceived politics with higher turnover intentions than did Israeli employees.”
• Perceived organizational politics, emotional intelligence and work outcomes: Empirical exploration of direct and indirect effects (2014, background): “…for various work attitudes, behaviors, and performance measures, including job satisfaction, organizational commitment, job burnout, stress, turnover intentions, and negligent behavior (Chang et al., 2009; Cropanzano et al., 1997; Ferris et al., 1996; Miller et al., 2008; Vigoda, 2000, 2001).”
• Organizational Concern, Prosocial Values, or Impression Management? How Supervisors Attribute Motives to Organizational Citizenship Behavior (2010, result): “This notion fits into the larger network of research supporting the notion that people tend to have negative reactions to perceived impression management and political activity in organizations (Ferris & Kacmar, 1992; Vigoda, 2001; Zellars & Kacmar, 1999).”
• Power Imbalance and Employee Silence: The Role of Abusive Leadership, Power Distance Orientation, and Perceived Organisational Politics (2018, background): “Some researchers examining perceived organisational politics have argued that employees’ reactions to politics will vary depending on their power distance orientation (Vigoda, 2001).”