Abstract The purpose of this investigation is based on the revision model proposed by Ferris , Adams, Kolodinsky, Hochwarter, Ammeter,(2002).This research is deeply to examine the influence of perceptions of organizational politics on trust - organizational cynicism as mediator variable .The data were analyzed by SPSS 15.0 software and by structural equation modeling (SEM). The major results of this study are as following¡GThe perceptions of organizational politics were found have a significant negative relationship with trust. The perceptions of organizational politics were constructed from three patterns( general political behavior¡Bgo along to get ahead¡Bpay and promotion).Only general political behavior has a significant effect on trust.The other two patterns have no significant effect on trust. The perceptions of organizational politics were found have a significant positive relationship with organizationl cynicism . Organizationl cynicism has a significant negative relationship with trust.Organizationl cynicism has a mediating effect on the relationship between perceptions of organizational politics and trust. Key word¡Gperceptions of organizational politics , trust , organizationl cynicism , structural equation modeling

The perceptions of organizational politics and organizational citizenship behavior are neither regulated nor indentified in any organization. But, they are exactly existed in organization. This study is based on the revise model of Perceptions of Organizational Politics (POP) proposed by Ferris et al. (2002). We investigate the relationship between the perceptions of organizational politics and the organizational citizenship behavior. Furthermore, we investigate the indirect effect between the perceptions of organizational politics and the subordinates of organizational citizenship behavior. This study used the scales of 35 items collected by Dr. Chin-ming Ho and the other members of the last research team of POP in 2008. The research is based on the revision model of POP and questionnaire survey. The sample consisted of 1,890 employee selected from 40 organizations covering 9 industrial sectors in Taiwan. The method, path analysis with latent variables of the structural equation modeling (SEM) is used to measure the relationship among the constructs. The major result of this study is as following: 1. The perceptions of organizational politics have negative effect on the organizational citizenship behavior. 2. The perceptions of organizational politics have negative effect on the altruism toward colleagues 3. The perceptions of organizational politics have negative effect on the conscientiousness 4. The perceptions of organizational politics have negative effect on the identification with company 5. The perceptions of organizational politics have negative effect on the interpersonal harmony 6. The perceptions of organizational politics have negative effect on the protecting company resources

The Relationship between the Perceptions of Organizational politics to staff Affectivity and the Characteristics of Job¡¦s Interaction. ABSTRACT This research is based on the framework of revision model proposed by Ferris et al. (2002), discussing the Relationship between the Perceptions of organizational politics to staff status, staff Affectivity and the Characteristics of Job¡¦s Interaction. It takes 130th staffs of 40 Organization in Taiwan as the research object. 2133 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, correlation analysis, factor analysis and hierarchical linear model. The major results of this study are as fallowing: 1-1. Positive Affectivity of Staff has a significant effect on perceptions of organizational politics. 1-2. Negative Affectivity of Staff has a significant effect on perceptions of organizational politics. 2-1. The interaction of supervisor and staff has a significant effect of organizational politics. 2-2. The interaction of staff and colleague has a significant effect on perceptions of organizational politics. 3-1.The interaction of staff and supervisor has moderate effect on the relationship between staff Positive affectivity and Perceptions of organizational politics. 3-2.The interaction of staff and supervisor has moderate effect on the relationship between staff negative affectivity and Perceptions of organizational politics. 3-3.The interaction of staff and colleagues has moderate effect on the relationship between staff Positive affectivity and Perceptions of organizational politics. 3-4.The interaction of staff and colleagues has not moderate effect on the relationship between staff Positive affectivity and Perceptions of organizational politics.

The associations among work values, organizational commitment, and perceptions of organizational politics, as well as mediator of the perceptions of organizational politics on the relation between work values and organizational commitment are discussed. Cross-sectional design with questionnaire, containing Survey of Work values, Orgamizational Commitment Questionnaire, and Perceptions of Organizational Politics Scale, administered to 1000 hospital employees were used in current study. Response rate was 79.4%. Multivariate analytical results indicated negative relations between perceptions of organizational politics and organizational commitment, some of work values correlated with organizational commitment and perceptions of organizational politics. Effect of upward striving, one dimension of work values, on organizational commitment may be through perceptions of organizational politics. Explanations and implications are discussed.

The study of practical politics always involves parties, ethnics, electoral structure as well as election. Likewise, the study of organizational politics is mainly related to organizational members, job environment, organizational factors and effects on performances. Few studies have ever focused on analyzing the association between practical politics and organizational politics. Accordingly, the purpose of this study is to examine whether there exists a difference between perceptions of organizational politics and organizational citizenship behaviors while practical politics is interwoven with organizational politics. This study also addresses whether the effect of perceptions of organizational politics on organizational citizenship behaviors will vary with party identification. Data for this study is drawn from the secondary data, 1632 sample size collected by Dr. Chin-ming Ho and his research team throughout 2002. It is found using the univariate analysis 1) that party identification has no significant effect on perceptions of organizational politics, 2) that part identification had significant differences in the dimension of ¡§interpersonal harmony¡¨ and ¡§protecting company resources¡¨ among organizational citizenship behaviors, and KMT-prone respondents were more significant than no-specific-party respondents, 3) that party identification showed significant differences in the dimensions of perceptions of organizational politics and organizational citizenship behaviors, 4) that the effects of party identification on the dimensions of organizational citizenship behaviors were different after perceiving organizational politics; that is, DPP & TSU -prone respondents showed great effects in the dimension of ¡§interpersonal harmony¡¨, as well as KMT & PFP -prone and no-specific-party respondents had significant effects in the dimensions of ¡§protecting company resources¡¨ and ¡§conscientiousness¡¨, and 5) that perceptions of organizational politics among respondents with different party identification had significant effects on organizational citizenship behaviors. To sum up, organizational citizenship behaviors of KMT-prone respondents were influenced less by perceptions of organizational politics, while no-specific-party respondents were influenced more by perceptions of organizational politics.

The purpose of this investigation is based on the model proposed by Ferris et al. (1989) to explore the moderating effect on the relation between the perceptions of organizational politics and job performance, intention to turnover, job involvement, job stress, citizenship behavior, job satisfaction & organizational commitment. Data collected from 1653 employees of Taiwan enterprises. The data were analyzed by applying statistical methods, including factor analysis, reliability, correlation, regression and canonical correlation analysis. The major findings of this study are as fallow: Perceptions of organizational politics were found have the negative relationships with job performance, job involvement, citizenship behavior, job satisfaction and organizational commitment; and perceptions of organizational politics were found have the positive relationships with turnover intention and job stress. Understanding, control, locus of control, type A personality and tenure with supervisor as moderators of the relationships between perceptions of organizational politics and all outcome variables was examined. Results indicated that understanding, control, locus of control, type A personality can moderate the relationship between organizational politics and outcome variables. But tenure with supervisor can not moderate the relationship between organizational politics and outcome variables.

Abstract The Antecedents of Organizational Politics Perceptions -- A Study of Western and Chinese Organization in Taiwan The purpose of this investigation is based on the model proposed by Ferris et al. (1989)to explore the influence factors of perceptions of organizational politics,including personal influences, work environment influences and organizational influences, and to examine if the perceptions of organizational politics is significant different between western and Chinese organizations in Taiwan. The sample consisted of 196 from western organization and 437 from Chinese organization. The data was analyzed by applying statistical methods, i.e., descriptive statistics analysis, reliability analysis, factor analysis, correlation analysis and regression analysis. Results showed that significant influences were observed for both western and Chinese organization to perceive organizational politics. 1. In personal factors, age, sex and type A behavior demonstrate significant influence to perceptions of organizational politics in Chinese organization but not in western organization 2. In work environment factors, automomy and feedback were found significant negative influence to perceptions of organizational politics in western organization but not in Chinese organization 3. In organization facors, democratization was found significant negative influence to perceptions of organizational politics in western organization but not in Chinese organization

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.