The purpose of this dissertation is to investigate whether or not perceptions of organizational politics mediate the relationships between accountants' personality and interpersonal traits and their perceptions of a superior's leadership ability and performance. An accountant who has a higher degree of confidence in his or her superior's abilities is more likely to be committed to a given project, resulting in a better project outcome. This benefits the client and ultimately society as a whole. This study contributes to the accounting and psychology literatures because extant research views perceptions of leadership ability and performance from the perspective of the individual agent, with little or no recognition that social action and interaction shape and mold both the individual agent's actions and perceptions of those actions. Perceived leadership and perceived performance are important in accounting for several reasons. First, individuals act in part in relation and response to the expectations of others. Thus, the perception of effective leadership and performance is gained by meeting the expectations of others. Secondly, accountants with reputations for effectiveness have been found to be more successful in their careers. Finally, the reputation for effectiveness in performance and leadership ability has been shown to increase those abilities. This study draws on the adaptive self-regulation framework as well as other theoretical models of perceived performance. The study results indicate that certain manageable personality, interpersonal, and contextual variables affect how accountants view the level of organizational politics within the workplace. In turn, the accountant's view of the organizations' politics is shown to very strongly affect how the accountant perceives his or her superiors' performance and leadership ability.

Organizational politics (OP) is describe by many researchers as actions which affect activities, behaviors, and most importantly decision making through the use of power. Guided by Hofstede's cultural dimension theory and Mallol's, Holtom's and Lee's job embeddedness theory, the aim of this study was to examine employees' reactions toward OP regarding the substantially different cultures of the U.S. and Lebanon. These specific two countries were selected due to a gap in published research on culture and value differences. Research questions examined the extent to which cultural values differed and how employees respond differently facing OP. A survey-based research design included 352 participants, 176 from each country, was used to assess the perception and cognitive levels of employees in regards of political behavior and practices within their organizations. Key variables of cultural values, political behavior, and employee responses were measured by a structured survey questionnaire. Using SPSS version 23 a correlation matrix, T-test, and descriptive statistics were used to analyse the data. Findings indicated that Lebanese employees experience more power distance and gender role differentiation thus resulting in higher job related stress and anxieties and lower motivation levels than The U.S. employees. Outcomes of this research are beneficial for the organizations and society to cope with the problematic aspects of OP. Potential implications for positive social change are in the form of significantly reducing employee inequity, unfairness, and injustice practices and most importantly reducing employee stress.

Human being, as an individual, is a basic element of social organization and plays different roles within different organizations such as family, school, and working setting. During the process of role-taking, individuals are influenced by three factors: personality traits, organization, and interpersonal relationship within working environment. Given that, the purpose of this study is to understand the association of personal, organizational and environmental factors and ¡§perceptions of organizational politics¡¨(POPs). 29 organizations participated in this study and , from which, 1524 valid respondents were collected and analyzed through methods of ¡§factor analysis¡¨, ¡§validity & reliability test¡¨, ¡§correlation analysis¡¨ and ¡§hierarchical regression¡¨. After applying ¡§factor analysis¡¨ of the POPs, it was categorized by three dimensions analysis: ¡§(1) behaviors of superior and subordinate; (2) go along and get ahead; (3) difference between the policies of compensation and promotion and actual practices. The results of this study in summary are: 1.Personal factor has effects on POPs with respect to all its three dimensions. 2.Organizational factor has effects on POPs with respect to all its three dimensions. 3.Environmental factor has effects on POPs with respect to all its three dimensions.

This investigation uses the model proposed by Ferris et al.¡]1989¡^to study the relationships among the perceptions of organizational politics with job satisfaction, job stress, job involvement, work performance, turnover intention, organization citizenship behavior, organizational commitment. Understanding and perceived of control as moderators to influence perceptions of organizational politics & outcome variables were examined. The sample consisted of 2559 employees selected from 35 diverse organizations. The data were analyzed by applying statistical methods, including factor analysis, reliability analysis, correlation, regression and hierarchical regression analysis. The major results of this study are as follows. The perceptions of organizational politics have been reduced to three factors--general political behavior, going along to get ahead and the difference of policies & practices. Behavior of general politics were found have negative relationship with work performance and job involvement and positive relationship with job stress. The difference of policies & practice were found have negative relationship with job satisfaction, job involvement, organization citizenship behavior and organizational commitment and positive relationship with job stress, work performance and turnover intention. Understanding serves as moderators of the relationships between perceptions of organizational politics sub-dimension and job satisfaction, job stress, work performance, turnover intention, organization citizenship behavior, and organizational commitment. Perceived of control serves as a moderator of the relationships between perceptions of organizational politics sub-dimension and job stress, work performance, turnover intention, and organizational commitment.

This paper explores the political behavior process in information system implementation process. The organizational politics is the critical success/failure factor in the IS implementation process. We expect to understand, in different organizational contexts, what kind of political behavior will occur? What will be the events and processes of these political behaviors? Who's idea? At what time? In what setting? What will be the interaction among these dimensions? How will these political behaviors affect IS outcome and organization? This study will explain political behavior in IS implementation process from different interpretations and perspectives. This study relies on qualitative data collected from two cases--manufacturer Theta and government enterprise Delta--in the forms of interviews, documented data, archival data, and observation over eight month. The data are interpreted through five internally coherent theoretical perspectives: personal perspective, strategic contingency theory, conflict theory, social exchange theory, and structuration theory. Contributions include the following. In practice, we group 35 kind of political behavior into four types: aggression, defense, strengthen, withdrawal. Besides the adverse effects, some kinds of political behavior can lead to the success of the project. The detailed descriptions we use to describe the political behavior process in IS implementation process can help in similar cases to show how to reduce or prevent any negative consequences. Academically, we conduct contextual and process theory analyses of these processes, and use five theoretical perspectives to interpret these phenomena.

Many free enterprises in the world, regardless the size of these businesses, have encountering the globally affected financial crises in the twenty-first century. Especially the enterprises in Taiwan, they are affected not only by international incidents but also by natural plagues such as 921 earthquake and SARS. Therefore, some members in these enterprises, for pursuing their own personal goals, acquiring self-advantages or authorities, meditate the ¡§political action¡¨ that may interfere other member¡¦s working attitude as well as their job performance. The purpose of this project was to assemble the documents about ¡§perceptions of organizational politics¡¨ from several scholars and professors. To accomplish the purpose, a review of collected information from the thirty selected organizations such as both public and private hospitals, government offices, banks, high-tech industry, manufactures was conducted. Additionally, Kacmar¡¦s (1992) 31 Assessment Sheet and Carlson (1997) 15 Assessment Sheet were applied to understand and study the connection among the employee¡¦s ¡§organizational politics perceptions¡¨, job satisfaction, job involvement, the pressure from work, the intention of demission, organizational commitment, and organization citizenship behavior in the enterprises. The result of the research are as followings: Three subscales were obtained from the ¡§Organizational Politics perceptions Sheet¡¨: 1.Political behavior between supervisors and co-workers 2.Go along to get ahead 3.The interval between policy and practice The affect of the outcomes of organizational politics perceptions. 1.Partially existence: dimensionality of organizational politics perceptions influences job satisfaction. 2.Partially existence: dimensionality of organizational politics perceptions influences job involvement. 3.Existence: dimensionality of organizational politics perceptions influences work pressure. 4.Partially existence: dimensionality of organizational politics perceptions influences demission intention. 5.Partially existence: dimensionality of organizational politics perceptions influences organizational commitment. 6.Partially existence: dimensionality of organizational politics perceptions influences organization citizenship behavior. Key words: perceptions of organizational politics, job satisfaction, job involvement, pressure from work, intention of demission, organizational commitment, organization citizenship behavior

The study population consisted of 41 institutions from 9 categories which were military, public or private hospital, public or private school, governmental agency, public-operated service industry, public-operated manufacturing industry, privately operated financial service industry, privately operated service industry, privately operated high tech manufacturing industry and privately operated traditional manufacturing industry. The survey started on December 21st2007 and continued until January 11th 2008.We totally sent out 2,133 questionnaires, returned 1,940 questionnaires, the returns-ratio reached 91.0%, eliminated invalid questionnaires were 50, the effective questionnaires were 1,890,effective questionnaires returns-ratio was 88.6%. Data was analyzed by using descriptive statistics, reliability analysis, correlation analysis, exploring factor analysis and level linear model. The major results of this study are as following: 1.Machiavellianism of organizational members has a significant effect on perceptions of organizational politics. 2.Positive affect of organizational members has a significant effect on perceptions of organizational politics. 3.Negative affect of organizational members has a significant effect on perceptions of organizational politics. 4.The degree of centralization has a significant effect on perceptions of organizational politics. 5.The degree of formalization has no effect on perceptions of organizational politics. 6.Organizational hierarchical Level has no effect on perceptions of organizational politics. 7.Organization size has no effect on perceptions of organizational politics. 8.The degree of centralization has no moderate effect on the relationship between machiavellianism and perceptions of organizational politics. 9.The degree of formalization has no moderate effect on the relationship between machiavellianism and perceptions of organizational politics. 10.Organizational hierarchical Level has no moderate effect on the relationship between machiavellianism and perceptions of organizational politics. 11.Organization size has no moderate effect on the relationship between machiavellianism and perceptions of organizational politics. 12.The degree of centralization has no moderate effect on the relationship between positive affect of organizational members and perceptions of organizational politics. 13.The degree of formalization has no moderate effect on the relationship between negative affect of organizational members and perceptions of organizational politics. 14.Organization size has no moderate effect on the relationship between positive affect of organizational members and perceptions of organizational politics. 15.Organizational hierarchical Level has no moderate effect on the relationship between positive affect of organizational members and perceptions of organizational politics. 16.The degree of centralization has moderate effect on the relationship between positive affect of organizational members and perceptions of organizational politics. 17.The degree of formalization has no moderate effect on the relationship between positive affect of organizational members and perceptions of organizational politics. 18.Organization size has no moderate effect on the relationship between positive affect of organizational members and perceptions of organizational politics. 19.Organizational hierarchical Level has no moderate effect on the relationship between positive affect of organizational members and perceptions of organizational politics.

The purpose of this paper is to discuss and find the coincidental consequences of the organizational politics perception model by clustering organizational politics perception groups. This investigation uses the model proposed by Ferris et al. (1989) to study the relationships between the perceptions of organizational politics, organizational influences, work environment influences, personal influences, and study the relationships between the perceptions of organizational politics, job satisfaction, job stress, organizational commitment, work performance, job involvement, organization citizenship behavior, and exit intention. The sample consisted of 2559 employee selected from 36 organizations covering 9 industrial sectors in Taiwan. The data was analyzed by applying statistical methods, including factor, reliability, correlation, regression and multiple linear regression analysis. The different groups of perception of organizational politics were found to have been involved in the relationship between organizational influences and some personal influences. Also the different groups of perception of organizational politics were involved in the relationships between perceptions of organizational politics and employee¡¦s work performance, job involvement, job stress, organization citizenship, job satisfaction, and organizational commitment.

Abstract Results of analyses conducted on data collected from 313 employees of one University. The results of this research indicate as follows: Dimensionality of Organizational Politics Perceptions The responses to the 32-items Perceptions of Organizational Politics Scale (POPS) were subjected to principal components analysis with Varimax rotation. A four-factor solution was found to be most interpretable, with loadings of .50 and above used as an item retention criterion, resulting in a total of 16 items being retained across the four tactical importances. It is comprised four subscales: (1) Supervisor Behavior, (2) General Politics Behavior, (3) Organization Policies and Practices, and (4) Coworker & Clique Behavior. Relationships between Demographic Variables and Perceptions of Organizational Politics 1. Female¡¦s ¡§Supervisor Behavior¡¨ consciousness is stronger than male, and male¡¦s ¡§Coworker & Clique Behavior¡¨ consciousness is greater than female. 2. Subordinate¡¦s ¡§Organization Policies and Practices¡¨ consciousness is stronger than executives or above. 3. Regular staff members¡¦ ¡§Coworker & Clique Behavior¡¨ consciousness is much than non-regular staff members. 4. The University public servants¡¦ ¡§Supervisor Behavior¡¨ consciousness is much stronger than instructors. 5. Bachelor¡¦s level of education¡¦s ¡§Organization Policies and Practices¡¨ consciousness is greater than Mater¡¦s level of education or above. Relationships between Perceptions of Organizational Politics and Organizational Commitment 1. Organizational Politics was negatively related absolutely to¡¨ Retention Commitment¡¨. 2. Organizational Politics was negatively related partly to ¡§Value Commitment¡¨. 3. Organizational Politics was negatively related t partly to ¡§Effort Commitment¡¨. Control some Demographic Variables, reported special relationships 1. Reported positively correlations between ¡§Supervisor Behavior¡¨ and ¡§Value Commitment¡¨ with executives or above. 2. Reported positively correlations between¡¨ General Politics Behavior¡¨ and ¡¨ Effort Commitment¡¨ with female employees, subordinates and non-regular staff figures. Key word: Perceptions of Organizational Politics, Supervisor Behavior, General Politics Behavior, Organization Policies and Practices, Coworker & Clique Behavior, Organizational Commitment, Retention Commitment, Value Commitment, Effort Commitment.

New product development (NPD), represent a valuable source for companies’ futuresustainability and development. Previous literature underline the importance of managing theearly period of NPD, since this can increase the performance and consequently reduce theproducts time to market. Organizational politics is present during the whole innovation process,but especially in the front end where there is uncertainty or dissent about choices. For thisreason, contributing a developed understanding of organizational politics within the front end ofinnovation (FEI), is the aim of this study.The theoretical framework of this study combines prior theories that relate to the organizationalpolitics. The structure of it is based on two elements referring to the individual- and theorganizational elements. Organizational elements can further be particularised to structural- andstrategical elements.A qualitative study and a research design with six interviews, where conducted in six innovativefirms of all size. This choice of methodology reflects the explorative purpose of this research.The empirical data are only primary data, collected during the interviews with Research andDevelopment (R&D) managers and R&D subordinates.The analysis of empirical findings revealed relevant conclusions, which can bring value to theresearch area, and also to the practice. Our findings show that diverse sources of organizationalpolitics can be identified in the front end of innovation. Organizational politics both on theindividual and organizational level are identified. Further its we find that informal and formalpower is distributed both in the organizational level and the individual level.The study’s practical relevance consists in the advices and implications to decision makers ofinnovative companies and managers within R&D. By identifying and increasing knowledge inthe field of organizational politics in the front end of innovation, organizations can make frontend activities more efficient and therefore obtain competitive advantages. The theoreticalimplications reflect the organizational politics in the area of the FEI.