Fostering integrated research on organizational politics and conflict in teams: A cross-phenomenal review

Franke, Henrik; Foerstl, Kai

doi:10.1016/j.emj.2018.08.003

Cited by 22 publications

(21 citation statements)

References 168 publications

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“…Thus, this finding accords with previous scholarship that documents that TMTs' procedural rationality and constructive political behavior jointly enhance decision ability in exploring the complex environments to land on a successful quality and satisfaction of strategic decisions [1,3,26]. The result further revealed that behavioral integration partially mediates the influence of TMT strategic decision-making processes on strategic decision-making performance [31,45]. Thus, the result indicates that, through behavioral integration, TMT members can share vital information, communicate effectively, and act in a collaborative way to influence decision quality and satisfaction [10,31,36].…”

Section: Discussionsupporting

confidence: 89%

“…The result further revealed that behavioral integration partially mediates the influence of TMT strategic decision-making processes on strategic decision-making performance [31,45]. Thus, the result indicates that, through behavioral integration, TMT members can share vital information, communicate effectively, and act in a collaborative way to influence decision quality and satisfaction [10,31,36]. These findings could relate to the study setting, China.…”

Section: Discussionmentioning

confidence: 80%

“…Specifically, in the process of strategic decisions, team members are required to integrate management behavior, to some extent, to create a mechanism for mutual understanding, interaction, a balance of power, and influencing team decisions [3]. Procedural rationality in the process of strategic decision-making calls for the executive team to collect all necessary information and form various alternatives, and then the executive team decides the optimal decision scheme by joint decision and cooperative behavior [2,3,8,31]. Franke and Foerstl [31] further argues that behavior integration ability of the policymakers' comprehensively enhances team collection and exchange of information to be more efficient in their services to benefit the entire organization.…”

Section: Tmt Sdmp Behavioral Integration and Sustainable Decision Pmentioning

confidence: 99%

“…Procedural rationality in the process of strategic decision-making calls for the executive team to collect all necessary information and form various alternatives, and then the executive team decides the optimal decision scheme by joint decision and cooperative behavior [2,3,8,31]. Franke and Foerstl [31] further argues that behavior integration ability of the policymakers' comprehensively enhances team collection and exchange of information to be more efficient in their services to benefit the entire organization. For example, in the process of strategic decision-making, conflicts are inevitable; however, behavior integration among team members could reasonably resolve disputes and strive to seek common ground while redressing differences in achieving a high degree of coordination and unity of decision-making behaviors [18,30].…”

Section: Tmt Sdmp Behavioral Integration and Sustainable Decision Pmentioning

confidence: 99%

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Developing Sustainable Decision Performance for Science and Technology Industries in China

2020

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This study considers the mediating role of top management teams' (TMTs) behavioral integration in exploring the relationship between the strategic decision-making process (SDMP; procedural rationality and constructive political behavior) and sustainable decision performance (decision quality and decision satisfaction). Survey data totaling 580 from the TMTs of the science and technology enterprises from first-tier cities in China were analyzed through structural equation modeling. The results indicate a positive influence of procedural rationality and constructive political behavior on sustainable decision quality and satisfaction. Behavioral integration appeared to mediate the nexus between the sustainable decision-making process and strategic decision performance. By categorizing the SDMP into two dimensions, a complete and explicit concept of the SDMP is reached, which permits practitioners to aim investments of a critical resource in realizing the full potential of decision performance in the sustainable decision performance.Sustainability 2020, 12, 2068 2 of 16 TMT behavioral integration encompasses the degree of close interaction, open information exchange, and joint collaborative decision-making of the top management team [4]. Thus, TMTs with high levels of behavioral integration exhibit a great deal of communication, exchange of information, and collaboration [10], which enhances decision-making performance [5,11,12]. Konradt et al. [13] believed that TMT features' diversity affects the results of strategic decision-making and product performance through reflexivity and knowledge sharing. De Wit et al. [14] found that TMT cognitive conflict is likely to lead to relationship conflict and bias in information processing; thus, negatively affecting the quality of strategic decisions.We draw from the above studies that findings on SDMP are influenced by country and organizational specific characteristics and goals for strategic decision-making. Regarding the connotation of the SDMP, Papulova and Gazova [15] shares a view that the SDMP is a "set of procedures" (decision preparation, alternative formulation, alternative evaluation, strategic selection, etc.). Thus, the researchers believe that the SDMP is a kind of "complex system" (trying to deepen the understanding of the SDMP by extending the analysis level and expanding the content contained in the strategic decision-making process from the perspective of the system). Rajagopalan et al. [16] uses the characteristics of the SDMPs (such as comprehensiveness, rationality, political behavior, participation, conflict) to define "substitution." While each "interpretation" attempts to outline the definition of "what are the SDMPs," the meaning of each perspective seems reasonable and one-sided, which to some extent, increases the ambiguity of the concept of the SDMPs and how it impacts sustainable decision performance. Moreover, the literature on the SDMP has mainly focused on the impact of TMT social psychological process, the role of situational variables [17],...

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Section: Discussionsupporting

confidence: 89%

Section: Discussionmentioning

confidence: 80%

Section: Tmt Sdmp Behavioral Integration and Sustainable Decision Pmentioning

confidence: 99%

Section: Tmt Sdmp Behavioral Integration and Sustainable Decision Pmentioning

confidence: 99%

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Developing Sustainable Decision Performance for Science and Technology Industries in China

2020

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“…In light of this, perceived organizational politics (POP) have become a major issue for organizational researchers (Vigoda, 2002 ; Miller et al, 2008 ; Drory and Vigoda-gadot, 2010 ; Naseer et al, 2016 ). According to scholars, POP play a pivotal role in organizations, culminating in undesirable phenomena that hinder employee productivity (Franke and Foerstl, 2018 ; Lin and Sun, 2018 ; Crawford et al, 2019 ). Given this consideration, the growing body of literature appears to focus on perceived POP as a major job stressor that can potentially result in negative outcomes, not just for individuals but also for the organization itself (Maslyn et al, 2017 ; Webster et al, 2018 ; Guo et al, 2019 ; Landells and Albrecht, 2019 ).…”

Section: Introductionmentioning

confidence: 99%

“Who Champions or Mentors Others”? The Role of Personal Resources in the Perceived Organizational Politics and Job Attitudes Relationship

Khan

Siddiqui

et al. 2021

Front. Psychol.

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Drawing insight from affective events theory, this study presents a new dimension of perceived organizational politics and job attitudes. The motivation for this study was based on the fact that perceived organizational politics affect job attitudes and that personal resources (political skill and work ethic) moderate the direct relationship between perceived organizational politics and job attitudes in the context of the higher-education sector. In this regard, the data was collected through purposive sampling from 310 faculty members from higher-education institutions in Pakistan. To test the relationships among the variables, we employed structural equation modeling via the AMOS software version 24.0. The results indicated that perceived organizational politics were significantly negatively related to job satisfaction. Moreover, perceived organizational politics were non-significantly related to job involvement. Political skill and work ethic weakened the relationship between perceived organizational politics and job satisfaction. We anticipated that these personal resources could mitigate the negative effect of perceived organizational politics and job attitudes. This study also suggests organizations to train their employees to develop essential personal skills.

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Politics in internal integration for supply chain management (Extended Abstract)

Franke

Foerstl

2019

Supply Management Research

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Fostering integrated research on organizational politics and conflict in teams: A cross-phenomenal review

Cited by 22 publications

References 168 publications

Developing Sustainable Decision Performance for Science and Technology Industries in China

Developing Sustainable Decision Performance for Science and Technology Industries in China

“Who Champions or Mentors Others”? The Role of Personal Resources in the Perceived Organizational Politics and Job Attitudes Relationship

Politics in internal integration for supply chain management (Extended Abstract)

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