The Relationship Between Perceptions of Organizational Politics and Employee Attitudes, Strain, and Behavior: A Meta-Analytic Examination

By Chu-Hsiang (Daisy) Chang, Christopher C. Rosen, P. Levy. 2009

610 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/ba5e46f43a7fd7a70fee8f5a022ebf22217dacd6

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Combined Effects of Perceived Politics and Psychological Capital on Job Satisfaction, Turnover Intentions, and Performance (2014, background): “In addition, Chang et al. (2009) meta-analytically examined perceptions of politics as a hindrance stressor to find a stress-related connection to performance.”
When passion fades: disentangling the temporal dynamics of entrepreneurial passion for founding (2016, background): “…unable to achieve valued outcomes in their work role, they are likely to experience lower morale, as indicated for VC 2016 John Wiley & Sons Ltd and Society for the Advancement of Management Studies instance, by reduced positive feelings at work (e.g., Chang et al., 2009; Harrison et al., 2006).”
Strategic alignment: A missing link in the relationship between strategic consensus and organizational performance (2013, background): “While such micropolitical influence attempts are a pervasive feature of most organizational decision processes (Chang et al., 2009; Cyert and March, 1963; Ferris et al., 2002; Kacmar and Baron, 1999; Quinn, 1980), our findings suggest that they might also explain why and how strategic alignment can ”
Perceptions of Adverse Work Conditions and Innovative Behavior: The Buffering Roles of Relational Resources (2016, background): “In turn, it should be easier to divert the escalation of perceived organizational politics into negative emotions toward the organization (Chang et al., 2009; Miller et al., 2008), leaving employees less reluctant about contributing to their organization’s success through innovative behaviors.”
Perceived organizational politics, emotional intelligence and work outcomes: Empirical exploration of direct and indirect effects (2014, methodology): “…lessens perceptions of organizational politics and its effects, the implication is clear that EI training may enhance employees’ performance and reduce negative outcomes such as turnover (Chang et al., 2009; Cropanzano et al., 1997; Ferris et al., 1996; Kacmar et al., 1999; Miller et al., 2008).”