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The role of political tactics on the organizational context–career success relationship

Research output: Contribution to journalJournal article

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  • Ilias Kapoutsis
  • Alexandros Papalexandris
  • Ioannis Thanos
  • Andreas Nikolopoulos
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<mark>Journal publication date</mark>2012
<mark>Journal</mark>The International Journal of Human Resource Management
Issue number9
Volume23
Number of pages22
Pages (from-to)1908-1929
Publication StatusPublished
Early online date9/09/11
<mark>Original language</mark>English

Abstract

Drawing from the norm of reciprocity, signal theory, and psychological contracts, we argue that the use of different types of political tactics, based on their social desirability, can be reciprocal behavioral reactions to contextual cues (i.e. perceptions of organizational support and politics) that can predict career success. Using a sample of 117 middle managers, our findings suggest that the use of sanctioned political tactics partially mediates the relationship between perceptions of organizational support and career success, while non-sanctioned political tactics suppress the relationship between perceptions of organizational politics and career success.