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Testing the Relationship Between Perceived Organizational Politics and Organizational Performance: Task and Relationship Conflict as Mediators

Author

Listed:
  • Jong-One Cheong

    (The Catholic University of Korea)

  • Taehee Kim

    (Seoul National University of Science and Technology)

Abstract

Political behavior is observed in every organization and is one of the most significant phenomena in organizations. Despite its importance, few studies have been conducted to explore the impact of perceived organizational politics on public organizations. This study examined the direct impact of perceived organizational politics on organizational performance as well as its indirect impact on performance through its influence on two mediating factors, task conflict and relationship conflict, using a data from a survey of New Jersey local government employees. Findings are discussed along with practical considerations and suggestions for future research.

Suggested Citation

  • Jong-One Cheong & Taehee Kim, 2024. "Testing the Relationship Between Perceived Organizational Politics and Organizational Performance: Task and Relationship Conflict as Mediators," Public Organization Review, Springer, vol. 24(2), pages 657-673, June.
    • Handle: RePEc:kap:porgrv:v:24:y:2024:i:2:d:10.1007_s11115-022-00656-3
    DOI: 10.1007/s11115-022-00656-3
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    References listed on IDEAS

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    2. Vigoda, Eran & Cohen, Aaron, 2002. "Influence tactics and perceptions of organizational politics: a longitudinal study," Journal of Business Research, Elsevier, vol. 55(4), pages 311-324, April.
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