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Coercive Organizational Politics and Organizational Outcomes: An Interpretive Study

Author

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  • John J. Voyer

    (School of Business, Economics, and Management, University of Southern Maine, Portland, Maine 04103)

Abstract

This study tried to understand how the members of an organization interpreted, in their enacted cognitive schema, the events and processes they enacted during their formation of a new strategy. Participant observation, qualitative interviewing, and cognitive mapping identified many important organizational processes. Among these were pervasive coercive organizational politics, which was retained as an interesting element of the organization's rich cognitive schema. Organization members interpreted politics as being deleterious to morale, as indirectly related to inferior organizational performance outcomes, and as a source of organizational control in the form of negative feedback loops. They also interpreted politics in a paradoxical way—greater levels of political activity led to lower levels of political activity.

Suggested Citation

  • John J. Voyer, 1994. "Coercive Organizational Politics and Organizational Outcomes: An Interpretive Study," Organization Science, INFORMS, vol. 5(1), pages 72-85, February.
    • Handle: RePEc:inm:ororsc:v:5:y:1994:i:1:p:72-85
    DOI: 10.1287/orsc.5.1.72
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    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. Christopher C. Rosen & D. Lance Ferris & Douglas J. Brown & Yuanyi Chen & Ming Yan, 2014. "Perceptions of Organizational Politics: A Need Satisfaction Paradigm," Organization Science, INFORMS, vol. 25(4), pages 1026-1055, August.
    3. 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.
    4. Romme, Abel, 1997. "Work, authority and participation : the scenario of circular organizing," Research Memorandum 001, Maastricht University, Netherlands Institute of Business Organization and Strategy Research (NIBOR).
    5. Lau, Chong M. & Scully, Glennda & Lee, Alina, 2018. "The effects of organizational politics on employee motivations to participate in target setting and employee budgetary participation," Journal of Business Research, Elsevier, vol. 90(C), pages 247-259.
    6. Chalip, Laurence & Philip Scott, E., 2005. "Centrifugal Social Forces in a Youth Sport League," Sport Management Review, Elsevier, vol. 8(1), pages 43-67, May.

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