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Corporate Championing and Antagonism as Forms of Political Behavior: An R&D Perspective

Author

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  • Stephen K. Markham

    (College of Management, North Carolina State University, Box 7229, Raleigh, North Carolina 27609-7229)

Abstract

Individuals in general management, marketing, production, and customer service undertake corporate political roles of championing and antagonism in support of or opposition to research and development (R&D) projects. R&D personnel see these champions acting politically because they favor projects that align more closely with the firm's business interests than with its specific technologies. Champions find resources and protect their projects from termination; however, they are equally likely to support high and low performing projects. These results contradict many of the commonly held beliefs in research literature about champions. Antagonists, in a role of friendly opposition, appear to react to the presence of champions and do not appear to affect resources or project termination.

Suggested Citation

  • Stephen K. Markham, 2000. "Corporate Championing and Antagonism as Forms of Political Behavior: An R&D Perspective," Organization Science, INFORMS, vol. 11(4), pages 429-447, August.
    • Handle: RePEc:inm:ororsc:v:11:y:2000:i:4:p:429-447
    DOI: 10.1287/orsc.11.4.429.14599
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    References listed on IDEAS

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    1. Michael W. Lawless & Linda L. Price, 1992. "An Agency Perspective on New Technology Champions," Organization Science, INFORMS, vol. 3(3), pages 342-355, August.
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    Full references (including those not matched with items on IDEAS)

    Citations

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    Cited by:

    1. Franke, Henrik & Foerstl, Kai, 2018. "Fostering integrated research on organizational politics and conflict in teams: A cross-phenomenal review," European Management Journal, Elsevier, vol. 36(5), pages 593-607.
    2. Matthew J. Bidwell, 2012. "Politics and Firm Boundaries: How Organizational Structure, Group Interests, and Resources Affect Outsourcing," Organization Science, INFORMS, vol. 23(6), pages 1622-1642, December.
    3. Sze-Sze Wong & Wai Fong Boh, 2014. "The Contingent Effects of Social Network Sparseness and Centrality on Managerial Innovativeness," Journal of Management Studies, Wiley Blackwell, vol. 51(7), pages 1180-1203, November.
    4. Asiye Yuksel, 2023. "Intellectual Capital and Chaos of Innovation: Antagonist Coalition in Organizations," Istanbul Management Journal, Istanbul University Business School, vol. 0(94), pages 16-27, June.
    5. Bel, Roland & Smirnov, Vladimir & Wait, Andrew, 2015. "Leadership, communication and innovation," Working Papers 2015-22, University of Sydney, School of Economics.
    6. repec:dau:papers:123456789/2966 is not listed on IDEAS
    7. repec:dau:papers:123456789/9209 is not listed on IDEAS
    8. José Ernesto Amorós & Rodrigo Basco & Gianni Romaní, 2016. "Determinants of early internationalization of new firms: the case of Chile," International Entrepreneurship and Management Journal, Springer, vol. 12(1), pages 283-307, March.
    9. Bel, By Roland & Smirnov, Vladimir & Wait, Andrew, 2018. "Managing change: Communication, managerial style and change in organizations," Economic Modelling, Elsevier, vol. 69(C), pages 1-12.
    10. Heidi M. J. Bertels & Murad Mithani & Siwei Zhu & Peter A. Koen, 2019. "Corporate Champions Of Early-Stage Project Proposals And The Institutionalisation Of Organisational Inertia," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 24(03), pages 1-30, May.
    11. Milton Campo Jiménez, 2012. "Estrategias de neuropoliting para una política decadente. La ciudad de Barranquilla como muestra," Dimensión Empresarial, Universidad Autónoma del Caribe, December.
    12. Andrew C. Corbett & Heidi M. Neck & Dawn R. DeTienne, 2007. "How Corporate Entrepreneurs Learn from Fledgling Innovation Initiatives: Cognition and the Development of a Termination Script," Entrepreneurship Theory and Practice, , vol. 31(6), pages 829-852, November.
    13. Julie Battilana & Tiziana Casciaro, 2013. "Overcoming Resistance to Organizational Change: Strong Ties and Affective Cooptation," Management Science, INFORMS, vol. 59(4), pages 819-836, April.

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