The study explores how organization upward political behavior affect organizational culture. Jim min Lee¡¦s(2006) Organizational Upward Influence Behavior Scale is tested. Through factor analysis, there are five dimensions¡GRational Persuasion, Upward appeal, image management, Ingratiating, Pressure. In organizational culture scale, Wallach¡¦s(1983) twenty one items scale is tested. First, examine the relationship between the five-dimension organization upward political behavior and samples¡¦ basic data via one-way ANOVA. Second, examine the relationship between the five-dimension organization upward political behavior and generations at work. Third, examine the relationship between the five-dimension organization upward political behavior and manager or non-manager level. Finally, examine the relationship between the five-dimension organization upward political behavior and the three-dimension organization culture via one-way ANOVA. The result shows that samples basic data have effects on organizational upward influence behavior. Besides, X generation has effects on rational persuasion, image management, and pressure. The managers have effects more than non-managers. Finally, innovative culture has effects on rational persuasion, image management, and ingratiating.

New generation is going to be main power in the human resource market. According to the research, because of the different background of new generation, new generation has different work values and attitudes which could be valuable parts for businesses to use. On the side, we all understand that political behavior is one part of organization life. We can¡¦t ignore the truth that political behavior exists in organizations. In addition, both of researches and evidences support that due to the uncertainty of organizational politics it usually makes the internal part of organization has a lot of complex political behavior. Among this, upward political behavior, the behavioral reflection of upward influence, is the important factor to employees to influence organizational efficiency. It means that in order to achieve their satisfaction of work and to improve organizational efficiency employees use strategies, build and maintain the relationship with their supervisors to develop the processes of upward influence. For this reason, the main object of this research is to discuss employees of new generation in the organizations and to find out if the political behavior they show will affect the income. Further, we will through discuss the difference between public and private organizations to discover and explain if there is any different finding of upward behavior to income. The main research results are: 1 Each aspect of upward behavior is a significant impact relative to income. 2 Among upward political behavior aspects, rationality and self-promotion have significantly positive effect on income. Moreover, ingratiation has significantly negative effect on income. 3 Each aspect of upward political behavior of new generational employees have no significant effect on income in public organizations. 4 Rationality has significantly effect on income in private organizations. To sum up, according to the findings of this study, the practice suggestions are provided to the managers in public and private organizations to conduct the this issue, and further research suggestions are also discussed.

¡@¡@The study began with a review of the upward influence literature for the past twenty years, then integrated the several important instruments of upward influence behaviors, and developed a new questionnaire. A pretest was conducted to find out the improper items and the questionnaire was revised. The formal questionnaire was administered to a sample of 2536 full time employees in different organizations in Taiwan. Based on factor analysis and different concepts, this study developed two upward influence instruments.(1) The upward influence tactics instrument¡GThere are five dimensions of upward influence tactics: rational, upward manipulation, image management, ingratiation, obstruct.(2) The upward influence strategies instrument¡GThere are three dimensions of upward influence strategies: strong, soft, and rational.

The Effect Of Organizational Political Behavior On Employee's Job Involvement Summary The Study explores how Perceived Organizational Political Behavior (POPB) affect employee's Job Involvement (JI). Chang Chan Lin's (2002) Organizational Political Behavior Scale is tested. Through factor analysis, there are seven dimensions of POPB: Attacking Others, Power-Earning, Peaceful and Reasonable Behavior, Actively Expressing Opinions, Using Job Authority, and Using Expert Authority. In JI scale, Kanugo's (1982) ten-item scale is tested. First, examine the relationship between the seven-dimension POPB and JI via Person Correlation. Second, knowing how POPB affect JI via multiple regression. Third, there are four cluster of POPB via cluster analysis, such as: Perceived Gaining Power and Preventing from Responsibility, Perceived Job-Authority Oriented, Perceived Passive Political Behavior, and Perceived Interpersonal Oriented. Finally, analyze how POPB affect JI via multiple regression in each cluster. The result shows that POPB of Peaceful and Reasonable Behavior, Actively Expressing Opinions, and Using Expert Authority have positive effects on JI. Besides, different POPB can positively induce JI in different cluster: In Perceived Gaining Power and Preventing from Responsibility, Peaceful and Reasonable Behavior has mainly positive effect on JI. In Perceived Job-Authority Oriented, Using Expert Authority has mainly positive effect on JI. In Perceived Passive Political Behavior, Actively Expressing Opinions has mainly effect on JI. In Perceived Interpersonal Oriented, Using Expert Authority has mainly positive effect on JI.

This thesis considers theoretically the institutional nature of culture and its strength as a determinant of political behavior in Southwest Virginia. Beginning with a description of the geography of Southwest Virginia and the demographics of the region's inhabitants, the thesis proceeds to outline the cultural nuances of the region that make it ripe for misunderstanding by the outside world when attempting to explain the cognitive dissonance between voting behavior and regional needs. Then the thesis explores how the culture of the region serves as its own institution that protects itself from outside forces. This phenomenon is explained through an outline of the man-made institutions which have been forged to ensure long-term political power that itself protects the institution of regional culture. Further evidence is presented through voting and demographic data that solidifies the role of culture in determining political behavior. / MA

This dissertation examines the effect of stock ownership on individuals' political behavior. I analyzed not only individual-level data to examine the effect of stock ownership on their economic knowledge and policy preferences but also macro-level data to analyze the change of ideology and relationship between presidential approval rate, macroeconomic indicators such as stock market indexes, unemployment rate, inflation rate, and consumer confidence. Additionally, I analyzed how the media treated stock market news politically over the past three decades. To understand how the traditional media treats Wall Street news over the decades, I analyzed the New York Times from 1981 to 2012 and USA Today from 1991 to 2012 by Wordfish and topic models and found that Wall Street news became political news, especially during the economic crisis and presidential election years. Despite conservative policy analysts predicting that owning stocks makes people's political behavior change and that stockowners will support the Republican Party, I find that the effect of stock ownership is different between direct and indirect stockowners. Because a lot of indirect stockowners own stocks just because their companies provided employees stock-related products such as a 401(k) as part of their benefits, indirect stockowners are less active than direct stockowners in terms of their financial managements. The policy attitudes are also different depending on the policies themselves. That is, the stockowners' effect is conditional. I also find that even though stockowners are familiar with the current stock market conditions, their knowledge about other macroeconomic indicators at is the same level as non-stockowners. / text

abstract: International organizations are ubiquitous in the international system and often intervene in domestic political affairs. Interventions can occur because states do not have adequate infrastructure to govern, because a political regime seeks international legitimation of its rule, or because an intervention may prevent political crisis. Whatever the reason, there are consequences of such interventions for domestic society. This project asks how interventions sanctioned by international organizations affect individual political involvement, specifically attitudes toward democracy and democratic institutions. I theorize and empirically demonstrate that when an international intervention reinforces existing democratic institutions in a state, individual levels of confidence in democracy and levels of trust in democratic institutions improve. By contrast, when an intervention undermines existing democratic institutions, levels of confidence in democracy and trust in democratic institutions decrease. This research is important because it shows that the determinants of individual political engagement are not only domestic, but also affected by international-level phenomena. This means that international organizations and the interventions they regularly employ in states can meaningfully affect the prospects for democratic consolidation. / Dissertation/Thesis / Doctoral Dissertation Political Science 2015

Traditionally political donating behavior has been explained using socio-demographic and socialization-based models. The dramatic increase in the number of donors between 2000 and 2008 and the virtual elimination of structural barriers that limited donating to a select few suggest that this explanation is no longer adequate. What differentiates individuals who donate from those who do not? To answer this question I expand the traditional funnel of causality to develop a theoretical model that integrates biological, psychological, political behavior, and rational choice approaches. Using five samples, three nationally representative and two population-based surveys collected in 1990 and 2008, I investigate each level of the new funnel of causality using empirical models. I find that the best predictors of political donating are personality and attitudes, with a small role of context in the form of direct contact from parties. This new model explains more of the variance in political donating than the traditional model, and represents the most theoretically and empirically complete models in the literature.

Because new generation is going to be main power in the human resource market, the research object of this study is the employee who is 25- to 40- year- old. There are three purposes. First, what relationship is between the new generation employee¡¦s upward political behavior and job performance? Second, what relationship is between the styles of the new generation employee¡¦s upward political behavior and job performance? Third, what relationship of the different styles is between the new generation employee¡¦s upward political behavior and job performance? The main research results are: 1.The factors of upward political behavior include exchange and upward appeal, rational persuasion, image management, ingratiation, and blocking. The factors of job performance include task performance and contextual performance. ¡§Exchange and upward appeal¡¨ and ¡§blocking¡¨ have significantly negative effect on the factors of job performance. ¡§Rational persuasion¡¨, ¡§image management¡¨ and ¡§ingratiation¡¨ have significantly positive effect on the factors of job performance. Moreover, ¡§ingratiation¡¨ has no significant effect on task performance. 2.The styles of upward political behavior include tactician, full-dimension person, shotgun, understanding person, and self-tactician. All styles have the significant difference in the factors of job performance. 3.All styles of new generation employees¡¦ upward political behavior have the different relationship between the factors of upward political behavior and the factors of job performance. (1) Tactician: ¡§Exchange and upward appeal¡¨ has significantly negative effect on the factors of job performance. ¡§Rational persuasion¡¨ has significantly positive effect on contextual performance. ¡§Image management¡¨ has significantly positive effect on the factors of job performance. (2) Full-dimension person: ¡§Exchange and upward appeal¡¨ and ¡§blocking¡¨ have significantly negative effect on the factors of job performance. ¡§Rational persuasion¡¨ and ¡§ingratiation¡¨ have significantly positive effect on the factors of job performance. (3) Shotgun: ¡§Exchange and upward appeal¡¨ has significantly negative effect on the factors of job performance. ¡§Image management¡¨ has significantly positive effect on the factors of job performance. ¡§Ingratiation¡¨ has significantly positive effect on contextual performance. (4) Understanding person: ¡§Exchange and upward appeal¡¨ has significantly negative effect on contextual performance. ¡§Image management¡¨ has significantly positive effect on the factors of job performance. ¡§Blocking¡¨ has significantly negative effect on contextual performance. (5) Self-tactician: ¡§Exchange and upward appeal¡¨ has significantly negative effect on contextual performance. ¡§Rational persuasion¡¨ has significantly positive effect on the factors of job performance. ¡§Blocking¡¨ has significantly negative effect on the factors of job performance. To sum up, according to the findings of this study, discuss and provide the suggestions to the all and five- style employees and the further research.

ABSTRACT The integration and coordination process across organizational functional levels are crucial for firms to formulate their corporate and functional strategies. However, most related studies have been focusing on a rational and analytical process, which is the reaction of the ¡©economic rationality¡ªof managers and organizations. What have been always neglected by researchers were the upward political process of the organization, the exercises of power, conflicts, and the communication process involved. This study has attempted to investigate the upward political behaviors, to understand their influences on organization¡¦s subordinates. We adopt both experimental design and questionnaire survey to achieve higher credibility and validity. The results of our experimental design showed that upward political behaviors have significantly influences on work satisfaction and leave inclination. Key Words¡GMicro-Political Behavior¡BPower¡BStaff Satisfaction¡BLeave Inclination¡BJob Satisfaction¡BUpward Political Behavior