Bounded self‐interest: a basis for constructive organizational politics

Abstract

Purpose -The aim of this paper is to critically explore the behavioral assumptions of organizational politics, as well as to reconsider and redefine the premises of political behavior in the workplace. The main objective is examination of the presuppositions associated with the possibility of constructive politics in organizational settings. Design/methodology/approach -The deficiencies of explaining managerial activity as solely regulated by self-interest are discussed, as well as a revised version of self-interest that may enrich current understanding of workplace politics. Drawing on the respective literature, the authors develop some propositions and suggest, assess and discuss a conceptual framework that integrates self-interest and constructive politics. Findings -The paper represents an attempt toward inferring positive political behavior through adopting an alternative view of established behavioral assumptions. This view purports to reduce the existing discrepancy between different types of political behavior in defending the possibility of an inclusive, participative and welfare-enhancing political process, founded on the pro-social and reciprocating aspects of human interaction. Boundedly selfish organizational members are expected to demonstrate these qualities that are in position to transform the very nature of political activities to the direction of greater organizational good. Originality/value -The paper reevaluates the self-interested nature of organizational politics through the introduction of a bounded self-interest assumption as more representative of actual human behavior. This new construct embodies those constraints that make trust formation, networking and reciprocities operative in environments effectively embedding political behavior in broader, organizational goal-oriented processes and structures.

Between politics and business: Boardroom decision making in state‐owned Indonesian enterprises

“…As argued by Frey and Meier (), bounded self‐interest occurs when there is a strong commitment to organizational values and rules or when there is a strong willingness to act in conformity with social norms and work morale (Gotsis & Kortezi, ), as these may restrict the pursuit of self‐interests. Therefore, the political decision is still acceptable in the sense that it does not harm the firm's goal.…”

“…Furthermore, political motivation that favors personal interests at the expense of organizational interests might be detrimental to decision making (Bailey & Peck, ; Dean & Sharfman, ; Dean & Sharfman, ; Pettigrew, ). Individuals in organizations may work under conflicting motives (Gotsis & Kortezi, ). As De Dreu (), “Employees face at least two more or less opposed interests—self‐interests (individual level) and collective interests (group or organization level) […] in which individuals may pursue multiple goals and confront personal and collective interests that are partially corresponding and partially in opposition with one another.” In line with De Dreu's statement, we argue that the motivation of a group member can be either political or rational, or both, or neither.…”

Impact Of Organisational Politics On Job Dissatisfaction And Turnover Intention: An Application Of Social Exchange Theory On Employees Working In Zimbabwean Small And Medium Enterprises (SMEs)

“…Witt, Andrews and Kacmar (2000) describe organisational politics as the attempt of organisational members to "either directly or indirectly influence other members by means not sanctioned by formal standard operating procedures or informal norms, in an attempt to achieve personal or group objectives". According to Fleming and Spicer (2008) and Gotsis and Kortezi (2011) organisational politics are "intentional acts of influence, actions, even tactics on influencing decision making". However for the purpose of this study, the construct is defined according to Mintzberg (1983), who avow that organisational politics are behaviours that are intended to promote self-interests with disregard to or at the cost of organisational goals.…”

The Factors Affecting the Formation of Political Behavior in Iranian Sport Ministry and Federations

“…It is more likely that selfserving behavior exists in the environment in which there is a high level of mistrust and lack of confidence. People who present this kind of behavior lack adequate social support (12).…”

“…In an environment where there is a high level of political behavior, the level of job stress and staff displacement increases, and the positive attitude in the workplace is not fostered (8). Although, political behavior is difficult to measure, its measure is very important because it is considered as a potential threat to organizational efficiency and effectiveness (12,25). For example, if a qualified employee feels that the others' political behavior prevents proper opportunities, he may have negative reactions, such as dissatisfaction, reluctance, anxiety and displacement (15).…”