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Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources

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  • De Clercq, Dirk
  • Belausteguigoitia, Imanol

Abstract

Based on the job demands–resources model, this study considers how employees’ perceptions of organizational politics might reduce their engagement in organizational citizenship behavior. It also considers the moderating role of two contextual resources and one personal resource (i.e., supervisor transformational leadership, knowledge sharing with peers, and resilience) and argues that they buffer the negative relationship between perceptions of organizational politics and organizational citizenship behavior. Data from a Mexican-based manufacturing organization reveal that perceptions of organizational politics reduce organizational citizenship behavior, but the effect is weaker with higher levels of transformational leadership, knowledge sharing, and resilience. The buffering role of resilience is particularly strong when transformational leadership is low, thus suggesting a three-way interaction among perceptions of organizational politics, resilience, and transformational leadership. These findings indicate that organizations marked by strongly politicized internal environments can counter the resulting stress by developing adequate contextual and personal resources within their ranks.

Suggested Citation

  • De Clercq, Dirk & Belausteguigoitia, Imanol, 2017. "Mitigating the negative effect of perceived organizational politics on organizational citizenship behavior: Moderating roles of contextual and personal resources," Journal of Management & Organization, Cambridge University Press, vol. 23(5), pages 689-708, September.
    • Handle: RePEc:cup:jomorg:v:23:y:2017:i:05:p:689-708_00
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    Citations

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    Cited by:

    1. Chen, Liangyong & Liu, Yu & Hu, Sanman & Zhang, Sai, 2022. "Perception of organizational politics and innovative behavior in the workplace: The roles of knowledge-sharing hostility and mindfulness," Journal of Business Research, Elsevier, vol. 145(C), pages 268-276.
    2. Zaman, Shah & Wang, Zilong & Rasool, Samma Faiz & Zaman, Qamar uz & Raza, Hamid, 2022. "Impact of critical success factors and supportive leadership on sustainable success of renewable energy projects: Empirical evidence from Pakistan," Energy Policy, Elsevier, vol. 162(C).
    3. Omer Farooq Malik & Shaun Pichler, 2023. "Linking Perceived Organizational Politics to Workplace Cyberbullying Perpetration: The Role of Anger and Fear," Journal of Business Ethics, Springer, vol. 186(2), pages 445-463, August.
    4. Tariq Iqbal Khan & Rudsada Kaewsaeng-on & Mubashar Hassan Zia & Sheraz Ahmed & Abdul Zahid Khan, 2020. "Perceived Organizational Politics and Age, Interactive Effects on Job Outcomes," SAGE Open, , vol. 10(3), pages 21582440209, July.
    5. Varela-Neira, Concepción & Araujo, Marisa del Río & Sanmartín, Emilio Ruzo, 2018. "How and when a salesperson's perception of organizational politics relates to proactive performance," European Management Journal, Elsevier, vol. 36(5), pages 660-670.
    6. Dirk De Clercq & Sadia Jahanzeb & Tasneem Fatima, 2022. "Abusive supervision, occupational well-being and job performance: The critical role of attention–awareness mindfulness," Australian Journal of Management, Australian School of Business, vol. 47(2), pages 273-297, May.
    7. Hao Zhou & Yang Ran, 2023. "The nonlinear impact of perceptions of organizational politics on unethical pro-organizational behavior in Chinese culture: Moderating role of Zhongyong," Asian Business & Management, Palgrave Macmillan, vol. 22(4), pages 1544-1566, September.
    8. Dirk De Clercq & Inam Ul Haq & Muhammad Umer Azeem, 2020. "When does job dissatisfaction lead to deviant behaviour? The critical roles of abusive supervision and adaptive humour," Australian Journal of Management, Australian School of Business, vol. 45(2), pages 294-316, May.

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