The Politically Competent Manager

Hayes, John P.

doi:10.1177/030630708401000102

Cited by 13 publications

(3 citation statements)

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“…Similarly, 54 per cent of the successful women interviewed by White et al (1992) felt that their success could be attributed to a "combination of hard work, tenacity and determination" (p. 151), while a further 15 per cent thought they had just been lucky. In ignoring the role of power and politics, women are demonstrating a lack of what Hayes (1984) calls political competence.…”

Section: Symbols As a Source Of Powermentioning

confidence: 99%

Politics and power in organizations

Mann¹

1995

Leadership &Amp; Organization Development Journal

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Section: Symbols As a Source Of Powermentioning

confidence: 99%

Politics and power in organizations

Mann¹

1995

Leadership &Amp; Organization Development Journal

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“…In conclusion, while the exact duration of CPA's effect on persistence is an empirical question, political power should be more permanent in nature and last longer than economic power—with a sizable impact at least in the short and medium run (Boddewyn & Brewer, 1994; Hayes, 1984). Our second hypothesis on the economic impact of CPA on persistence over time complements our first hypothesis on the expected sign and statistical significance of this effect (H1):Hypothesis The effect of CPA on transient persistence lasts through the medium term.…”

Section: The Temporal Effects Of Political Connectionsmentioning

confidence: 99%

The half‐life of political capital: An examination of the temporal effects of board political connections

Hawk

Lahiri

Pacheco‐de‐Almeida

2023

Strategic Management Journal

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Research SummaryDoes corporate political activity (CPA) help sustain performance? Prior literature did not address this question, only whether CPA increases profits—with mixed results over short timescales. We theorize about how political capital affects the regression‐to‐the‐mean of profits through firm and industry persistence mechanisms. Using data on over 6000 firms from 14 democratic countries, we estimate time‐varying, firm‐specific performance persistence coefficients with random‐coefficient models—and profit volatility measures. Triangulating identification methods suggests that the half‐life of political capital is shorter than expected, also compared with other strategy interventions. Political connections are marginally effective at sustaining performance and reducing volatility, delaying profit convergence by only 0.180 years—and with no effect beyond 7 years. Preliminary evidence shows that legislative constraints further curb these modest benefits of CPA.Managerial SummaryCorporate political activity (CPA) has an ambiguous impact on firm profits. Yet, it still is a prominent and recurrent firm strategy. Do firms use CPA to sustain existing performance advantages—rather than to create new ones? We show that one type of CPA—the co‐optation of politicians into company boards—does increase the persistence and lowers the volatility of firm performance. However, this effect is surprisingly small: advantages only last 2.4% longer, 7.44 years compared to 7.26 years for politically unconnected firms. Political capital erodes faster than expected, presumably due to political cycles or politically motivated firm strategies that are detrimental to performance. CPA seems less effective at sustaining performance advantages than firm investments in R&D or skilled labor—and has a limited anticompetitive effect.

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“…By doing this, management can avoid the problems associated with implementing policies that would perhaps work under ideal conditions, but which bear no relation to the real world of actual organizational behaviour. In other words, "effective participation in the political process can lead to a better definition of organizational problems and implementation of more successful solutions" [29].…”

Section: Corporate Culturementioning

confidence: 99%

Acknowledge and Use Your Grapevine

Nicoll

1994

Management Decision

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Inevitably there will be a grapevine. This will pass news and information quickly, but it cannot be relied on and is likely to encourage ill-informed rumour. It must not be allowed to replace other methods of workplace communications[1].So say ACAS in their advisory booklet on Workplace Communications. This reflects a common view that the grapevine is a communications method that is to be suppressed wherever possible, usually through the use of formal management-initiated communications.However, despite this advice, and the efforts of many companies to limit or disapprove of its use, it is still extremely prevalent. In one recent survey conducted by the author, two-fifths of the respondents obtained company information and nearly a third received job information through the grapevine most or all of the time. Its results supported the conclusion of Hussey and Marsh[2] who pointed out that employees "had a belief in common that the 'grapevine' usually pre-empted anything which management had to communicate". However, this pre-emption does not necessarily imply a lack on the part of the formal communications system. Contrary to popular belief, the grapevine does not merely fill the gap created by ineffectual formal communication systems. It thrives on information fed into it through formal channels. If accurate and useful information is fed into it, it is a valuable support system for the formal system [3], helpful in facilitating organizational goals [4].

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The Politically Competent Manager

Cited by 13 publications

References 0 publications

Politics and power in organizations

Politics and power in organizations

The half‐life of political capital: An examination of the temporal effects of board political connections

Acknowledge and Use Your Grapevine

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