Organizational Politics, Perceived Control, and Work Outcomes: Boundary Conditions on the Effects of Politics1

By Dennis P. Bozeman, Wayne A. Hochwarier, Pamela L. Perrewé, R. Brymer. 2001

96 citations recorded by the source corpus.

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A new occupational self-efficacy scale and its relation to personality constructs and organizational variables (2002, result): “This expectation is in line with recent research (see Bozeman et al., 2001; Staples, Hulland, & Higgins, 1999).”
Perceived Organizational Politics and Age, Interactive Effects on Job Outcomes (2020, background): “Various research works (Bozeman et al., 2001; Chang et al., 2012; Ferris et al., 2002; Indartono & Chen, 2011) posit that individual differences have major contribution in affecting the nature of relationship of perception of politics with performance.”
Ethical Leadership and Internal Whistleblowing: A Mediated Moderation Model (2017, background): “Some empirical studies have indicated that the impact of POP on work outcomes will be stronger or weaker according to individuals’ varying self-efficacy, age, or political skills (Bozeman et al. 2001; Kacmar et al. 2013).”
The Moderating Effects of Justice on the Relationship Between Organizational Politics and Workplace Attitudes (2007, background): “Psychological reactions to organizational politics are numerous and have included reduced commitment (Vigoda 2000) and job satisfaction ( Bozeman et al. 2001 ) and increased turnover intentions (Ferris et al. 2002).”