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

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The role of political tactics on the organizational context–career success relationship. / Kapoutsis , Ilias ; Papalexandris , Alexandros ; Thanos, Ioannis et al.
In: The International Journal of Human Resource Management, Vol. 23, No. 9, 2012, p. 1908-1929.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Kapoutsis , I, Papalexandris , A, Thanos, I & Nikolopoulos , A 2012, 'The role of political tactics on the organizational context–career success relationship', The International Journal of Human Resource Management, vol. 23, no. 9, pp. 1908-1929. https://doi.org/10.1080/09585192.2011.610345

APA

Kapoutsis , I., Papalexandris , A., Thanos, I., & Nikolopoulos , A. (2012). The role of political tactics on the organizational context–career success relationship. The International Journal of Human Resource Management, 23(9), 1908-1929. https://doi.org/10.1080/09585192.2011.610345

Vancouver

Kapoutsis I, Papalexandris A, Thanos I, Nikolopoulos A. The role of political tactics on the organizational context–career success relationship. The International Journal of Human Resource Management. 2012;23(9):1908-1929. Epub 2011 Sept 9. doi: 10.1080/09585192.2011.610345

Author

Kapoutsis , Ilias ; Papalexandris , Alexandros ; Thanos, Ioannis et al. / The role of political tactics on the organizational context–career success relationship. In: The International Journal of Human Resource Management. 2012 ; Vol. 23, No. 9. pp. 1908-1929.

Bibtex

@article{4ee1f491d3ab4bcb94322063b0b31c47,
title = "The role of political tactics on the organizational context–career success relationship",
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.",
keywords = "career success, mediation, organizational support, political tactics, politics perceptions, suppression",
author = "Ilias Kapoutsis and Alexandros Papalexandris and Ioannis Thanos and Andreas Nikolopoulos",
year = "2012",
doi = "10.1080/09585192.2011.610345",
language = "English",
volume = "23",
pages = "1908--1929",
journal = "The International Journal of Human Resource Management",
issn = "0958-5192",
publisher = "Routledge",
number = "9",

}

RIS

TY - JOUR

T1 - The role of political tactics on the organizational context–career success relationship

AU - Kapoutsis , Ilias

AU - Papalexandris , Alexandros

AU - Thanos, Ioannis

AU - Nikolopoulos , Andreas

PY - 2012

Y1 - 2012

N2 - 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.

AB - 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.

KW - career success

KW - mediation

KW - organizational support

KW - political tactics

KW - politics perceptions

KW - suppression

U2 - 10.1080/09585192.2011.610345

DO - 10.1080/09585192.2011.610345

M3 - Journal article

VL - 23

SP - 1908

EP - 1929

JO - The International Journal of Human Resource Management

JF - The International Journal of Human Resource Management

SN - 0958-5192

IS - 9

ER -