Because of vague objectives, limited resources, environmental changes, decisions made out of standard procedures, inborn disposition of self interests, as well as differences in personal characteristics, values, and perceptions of its members, an organization becomes the battlefield in pursuit of individual interests. All members within the organization want to wield more power and influences through exploitation of the available resources, thereby resulting in political behaviors within the organization. However, through effective management, some of these political behaviors may enhance value for the organization. Therefore, the organization members perceive political behaviors within the organization, their behaviors, reactions, and attitudes will likely exert influences over the organization. ¡§Knowledge is power¡¨; oftentimes the members within an organization deem their knowledge as the source to cement their own position/status and power. In addition, to solidify the position within the organization, they habitually see knowledge as their own assets and are not willing to share with others. However, in the era of knowledge-based economy, competitive edges of an organization are often the results of knowledge sharing and application. Thus, creating a knowledge-sharing environment has therefore become a crucial topic of discussion. To compete in today¡¦s competitive environments, organizational changes are considered as a must for survival. Success of organizational transformation hinges on vigorous implementation of various transformation measures. Furthermore, it also depends on responses arising from expectation, perception, and level of satisfaction from the organizational members to the on-going organizational changes. Therefore, this research discusses relationships among the three variables: perception of organizational politics, knowledge sharing, and level of satisfaction to organizational changes. Further, it studies interferences of the level of satisfaction on the inter-relationships of the three variables. Since previous studies rarely discuss the inter-relationships of perception of organizational politics, knowledge sharing, and level of satisfaction of organizational changes, this research hopes to probe and explore the inter-relationships of the afore-mentioned variables through empirical studies. Targeted firms for survey in this research are from banks, insurance companies, securities firms, manufacturing companies, shipping and transportation firms, food and beverages services, and telecom companies. A total of 1130 questionnaires have been distributed, of which 1,037 are effective. The empirical findings are summarized as follow: ¡]1¡^The perceptions of organizational politics and organizational change have a significant negative relation . ¡]2¡^The satisfaction of organizational restructuring and knowledge sharing have a significant positive relation . ¡]3¡^The perceptions of organizational politics and knowledge sharing have a significant negative relation . ¡]4¡^The both perceptions of organizational politics and knowledge sharing are interfered by satisfaction of organizational change.

In an era of new knowledge-based economy, knowledge management would promote the organizational performance and improve the competition in the global market. Improving organizational members¡¦ willingness of knowledge sharing will be useful for carry out knowledge management. The purpose of this study is to explore the relationships among perceptions of organizational politics, trust and knowledge sharing in the industries for understanding employee¡¦s degree of perceptions of organizational politics, attitudes of trust and feelings of knowledge sharing in the organization. Therefore, this study constructs a model which perceptions of organizational politics is the independent variable, knowledge sharing is the dependent variable and trust is the mediate variable to identify the causal relationships. The sample consisted of 1037 employees selected from 42 firms among 5 industries in Taiwan. The data were analyzed by reliability analysis, descriptive statistics analysis, independent-sample T test, one-way ANOVA, correlation analysis and regression analysis. The major findings of this study are as fallow: 1.Seniority, official rank, industry, firm age and firm size among individual variables have significant difference in perceptions of organizational politics. 2.Educational level, income and firm age among individual variables have significant difference in trust. 3.Marital status and age among individual variables have significant difference in knowledge sharing. 4.Perceptions of organizational politics have significant negative relationship with knowledge sharing. 5.Perceptions of organizational politics have significant negative relationship with trust. 6.Trust has significant positive relationship with knowledge sharing. 7.Trust has partial intervening effect between perceptions of organizational politics and knowledge sharing.

When the Era of Knowledge-based Economy approaching, the knowledge is considered a key factor in corporate competitiveness, knowledge sharing play a critical role in an organization knowledge management. The enterprise must through the fast learning system to establish the competitive ability,and will continual readjustment step by the drastic change environment.Due to increasing uncertainly on organization change,political behaviors become active in organization.Therefore,it has some kind of subtle relations between the perceptions of organizational politics¡Bknowledge sharing and organizational changing satisfaction.The research discusses about the correlation analysis of them. This research was proceeded by questionnaire to the sampling objects of five industries in Taiwan.That includes Hospitality Industry,Telecommunication Industry,Manufactory Industry and Transportation Industry.The results indicated¡G 1¡BPerceptions of organizational politics have a significant negative relationship with knowledge sharing. 2¡BPerceptions of organizational politics have a significant negative relationship with organizational changing satisfaction. 3¡BOrganizational changing satisfaction have a significant positive relationship with knowledge sharing. 4¡BOrganizational changing satisfaction mediates the effect between perceptions of organizational politics and knowledge sharing. 5¡BSome of the individual variables have significant difference on the perceptions of organizational politics¡Bknowledge sharing¡Borganizational changing satisfaction.

This research goal lies in relies on Ferris et the al. (1989) model discussion to organize member's Machiavellianism advantage personality tendency and the organization ¡§the democratized degree¡¨and ¡§the male privately operated special characteristic¡¨ to organizes influence the member politics consciousness. This object of study including 13 public-operated organization 754 questionnaire, and 17 privately operated organization 859 questionnaire, total sends out 2356 questionnaire, recycles 1745, the returns-ratio reaches 74.07 ¢M, rejection invalid questionnaire 132, the effective questionnaire is 1613, effective questionnaire returns-ratio 68.46%. The investigation material uses the descriptive to count, analysis methods separately and so on letter analysis, correlation analysis, exploring factor analysis, level linear model. This findings discovered that,1.organizes member's Machiavellianism advantage personality tendency to organize member's political consciousness to have the remarkable sound.2.organization's democratized degrees to organize member's political consciousness not remarkable influence.3.organization's male privately operated special characteristics to organize member's political consciousness to have the remarkable influence.4.organization's democratized degrees to ¡§organize member's Machiavellianism advantage personality tendency to organize the member politics consciousness the influence¡¨ not to have the disturbance effect.5.Organization's male privately operated special characteristic to ¡§organizes member's Machiavellianism advantage personality tendency to organize the member politics consciousness the influence¡¨ not to have the disturbance effect.

An organization, to the purpose of its developing, usually set forth lots of system(s) & regulation(s) inward, and then, operated under well-planned & well-organized framework with the principles of behavior science. However, during the developing of an organization, political problems of conflict and trade occurred, yet existent politics affected the organizational performance. Although ¡¨economic rational¡¨ is an ideal condition/status each enterprise organization sought/persuaded, in fact, the relationship between politics organizational performance is indeed the key issue that human resource of enterprise would get face. This case study via ANOVA to explore the politics of organization members (politics of upward, downward & lateral influence), to realize different methods of power operating and the influence by the performance in the sections of one organization. The results showed several fold: In case of politics of downward influence, there were some relationships between/among age, occupational and higher authority; age and bargaining; education and reason, bargaining. In case of politics of upward influence, there were some relationships between/among age and reason. In case of politics of lateral influence, there were some relationships between/among age and reason, education and reason, friendliness, coalition. In case of influence canonical correlation between politics of upward and downward it appeared to be of remarkable correlation significance in operating model of power between these two categories. Finally, stepwise multiple regression analysis technique showed organizational performance=3.014+0.201 downward rerason-0.459 upward bargaining +0.504 upward friendliness -0.448 lateral sanctions¡]R2=0.417¡AP= 0.000¡^.

The purpose of this investigation is to develop localized and suitable inventory for measuring perceptions of organizational politics¡]OP¡^in domestic enterprises and using the model proposed by Ferris et al.,¡]1989¡^study the relationships among the OP, job satisfaction, job stress & organizational commitment¡]employee¡¦s job attitudes¡^. The sample consisted of 227 employee selected from some traditional industry in Taiwan. The data were analyzed by applying statistical methods, including factor analysis, reliability, one-way ANOVA, correlation, regression and canonical correlation analysis. The major findings of this study are as fallow: The present study examined the dimensionality, reliability and validity of the Perceptions of Organizational Politics Scale¡]POPS¡^¡]Kacmar,1997¡^.Perceptions of organizational politics were found have a negative relationship with job satisfaction , job stress & organizational commitment. Understand, tenure , control and locus of control as a moderator of the relationships between perceptions of organizational politics & employee¡¦s job attitudes was examined. Results indicated that understand, tenure moderated the relationship between politics and job satisfaction; Locus of control moderated the relationship between politics and organizational commitment.

IT application systems to be deployed and developd in an enterprise are involved of many factors and variables, even though IT systems are so important for the enterprises in today. Many companies opted to deal with the frighteningly complicated matter of ¡§machines and human¡¨ by creating a new position: CIO. This newfangled executive, companies hoped, would protect and prepare them for the coming technology revolution. But there still are debates on the responsibilities of CIO as the coming challenges between the continuous involvements of IT and fast changing of the global ecomics. The enterprise has to change its internal organization, culture and operational processes once it wants to implement the ERP system. That will bring in many business risks during its adapting to the dramatic changes. In addition to that, ERP also have a direct, and often paradoxical, impact on a company¡¦s organization and culture. On the one hand, they expect to create flatter, more flexible, and more democratic organizations. On the other hand, they also emphasize more consistent with hierarchical, command-and-control organizations with uniform cultures. Today, CIO are not only required to face and management the problems of integrations of many internal systems, but also are required to link the many various systems of various external business partners. With a back-to-basics focus, many CIO are concentrating on the top-3 concerns ¡V the business/IT alignment, value management, and leadership. This paper explore the insight of a CIO in an organizational society, who is in charge of the success of the implement of the ERP into a company, what challenges he encountered and faced, and how did he respond to those challenges. This study relies on qualitative data collection from one case, A-company, in the forms of documented data, archival data, observtion, and interviews. The data are analyzed and interpreted through four structural conherent perspectives by the contextualism, by the standpoint of a CIO: industry environment, organization sructure, organizational culture, and organizational politics. This study discovered that the CIO in this case is like a picture of one fat racehorse pulling the milk cart in a farm.

In Chinese organization, one of the unique management styles is the Paternalistic Leadership. The enterprise owner has the absolute authority and power to control and relocate the resources. Therefore, in Chinese organization, the relationship is very important. But, when the enterprise¡¦s scope is expanding, they have to recruit the external employees, then, relationship become complexity. When the employee perceives the politics in the organization, it will reduce the trust to the organization, then, reduce the organizational citizenship behavior (OCB). The OCB is not included in the formal job description, and doesn¡¦t direct related to the performance at work. However, it will impact the overall performance. The OCB were thought to enhance organizational effectiveness. If there are full of the employees with the citizenship behavior in the organization, it will increase the morale as well. In this study, Perception of Organizational Politics (POP) is used as independent variables; Organizational Citizenship Behavior (OCB) is used as dependent variables. The purpose of this research is to analyze the employees in western and Chinese organization, whether the perception of organizational politics is significant different. Then, analyzing the relationship between POP and OCB in western and Chinese organization. This research used the questionnaire survey method. After analyzing the data with quantitative analysis, together with various statistic methods, the following are the discoveries¡G 1.The Perception of Organizational Politics are different in western and Chinese organization. 2.When the employees in Chinese organization perceive the supervisor and co-worker¡¦s political behaviors, the effects of POP on OCB are significant negative than the westerns organization¡¦s employees. The results of research reveal that when the enterprise¡¦s scope is expanding, they will face more complicated environment. The family enterprise should urgently toward to the specialization, systematic management to make the business success in the future.

The purpose of this paper is to use the model revised by Ferris et al. (2002) to study the the Effect of personal positive affect¡Bpersonal negative affect¡Borganizational formalization and organizational centralization on perceptions of organizational politics by SPSS 15.0 for windows and hierachical linear model( HLM). The sample consisted of 1890 employee selected from 41 organizations covering 9 industrial sectors in Taiwan. The data was analyzed by statistical methods are descriptive static, factor analysis, reliability analysis, correlation analysis and HLM analysis. For SPSS analysis,the major findings of this study as fallow: 1. perceptions of organizational politics were found have significant relevant with personal positive affect, personal negative affect and organizational centralization 2. perceptions of organizational politics were found have no significant relevant with organizational formalization. For HLM analysis,the major findings of this study as fallow: 1.Personal positive affect had a significant effect on perceptions of organizational politics. 2.Personal negative affect had a significant effect on perceptions of organizational politics. 3.Organizational centralization had a significant effect on perceptions of organizational politics. 4.Organizational formalization had no significant effect on perceptions of organizational politics. 5.Organizational centralization had moderate effect on the relationship between personal negative and perceptions of organizational politics. 6.Organizational centralization had no moderate effect on the relationship between personal positive and perceptions of organizational politics. 7.Organizational formalization had no moderate effect on the relationship between personal negative and perceptions of organizational politics. 8.Organizational formalization had no moderate effect on the relationship between personal positive and perceptions of organizational politics.

The purpose of this investigation is based on the revision model proposed by Ferris et al.(2002) , the discussion relates to the influence of perceptions of organization politics on job performance and on organizational withdrawal and other issues of employees. It also aims to discuss variables for harmonization of organic politics and results using personality as moderation parameter. It takes 40 organizations in Taiwan as the research object. 2,133 copies of questionnaire have been issued and 1,940 copies have been taken back, the returns-ratio reaches 91.0%. After rejecting 50 invalid copies, the effective volume is 1,890, and effective returns-ratio is 88.6%.The data were analyzed by descriptive statistics, item analysis, reliability analysis, factor analysis ,correlation analysis, regression analysis and hierarchical regression analysis. The major results of this study are as fallowing: 1. Perceptions of organizational politics has a significant effect on job performance . 2. Perceptions of organizational politics has a significant effect on organizational withdrawal . 3.Locus of control has a moderate effect on the relationship between perceptions of organizational politics and job performance . 4. Type A personality has no moderate effect on the relationship between perceptions of organizational politics and job performance . 5.Generalized self-efficacy has a moderate effect on the relationship between perceptions of organizational politics and job performance . 6. Task self-efficacy has no moderate effect on the relationship between perceptions of organizational politics and job performance . 7. Locus of control has no moderate effect on the relationship between perceptions of organizational politics and organizational withdrawal . 8. Type A personality has no moderate effect on the relationship between perceptions of organizational politics and organizational withdrawal . 9. Generalized self-efficacy has a moderate effect on the relationship between perceptions of organizational politics and organizational withdrawal . 10. Task self-efficacy has no moderate effect on the relationship between perceptions of organizational politics and organizational withdrawal .