In this paper the relationship between organizational politics (OP), and company strategy and performance was explored. Data were collected from 55 manufacturing firms. Controlling for company assets and industry type, OP intensity was associated with various stages of the strategic process. In addition, it was negatively associated with overall company performance. These results were corroborated by canonical analysis. Another important finding was that the stage of company evolution moderates the OP-strategic process relationship. Finally, future research directions and implications for managerial (...) behavior and ethics have been clarified. (shrink)

A model of correlates of executives' views of organizational politics was presented. The model incorporated three sets of variables: executives' background, values and attitudes. Data collected from 302 managers were used to validate the model. The results showed that precursors of executive perceptions of the ethics and effect of company politics were different. Values were stronger than background variables in explaining executives' views of company politics.

In this paper, three major themes in research on corporate social responsibility (CSR) are identified. Of particular interest, however, is the potential link between CSR and organizational effectiveness (OE). Data collected from 410 college graduate and undergraduate students were used to examine this relationship. Using factor analysis, eight dimensions of CSR and three components of OE were extracted. Canonical analysis was then performed. The result supports the proposition that specific CSR practices affect select OE outcomes. In addition, the method employed (...) here provides a parsimonious approach to give priority to social claims. (shrink)

Empirical studies exploring managerial views of organizational politics (OP) are scarce. Furthermore, the literature is replete with inconsistent results regarding the correlates of OP. In this paper, data collected from 302 managers were used to examine the association between seven background and work experience variables and managerial attitudes regarding the ethics, locus, affect of OP on the organization, and the motives behind political maneuvering in the workplace. The results, however, show that association between managers' background and work experience factors and (...) attitudes regarding OP is weak. The results suggest several promising lines of inquiry for future research. (shrink)