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Perceptions of Organizational Politics: A Cross-cultural Perspective

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  • Alexander Zibenberg

Abstract

Despite the large number of studies on organizational politics, we still know very little about cross-cultural differences in these perceptions. The present study focuses on the roles of cultural values and the level of perceived national corruption in explaining cross-national differences in perceptions of organizational politics. Specifically, the study emphasizes the impact that cultural values may have on the degree to which employees perceive their organizational environment as political. In addition, it is proposed that in countries with a high level of corruption, corruption permeates throughout society, down to the individuals’ workplace such that citizens who perceive their country as corrupt will similarly perceive their workplace as corrupt. Two empirical illustrations support the argument that cultural values and perceptions of corruption in a country are related to perceptions of organizational politics.

Suggested Citation

  • Alexander Zibenberg, 2017. "Perceptions of Organizational Politics: A Cross-cultural Perspective," Global Business Review, International Management Institute, vol. 18(4), pages 849-860, August.
    • Handle: RePEc:sae:globus:v:18:y:2017:i:4:p:849-860
    DOI: 10.1177/0972150917692211
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    References listed on IDEAS

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    1. Hans Zon, 2000. "The Political Economy of Independent Ukraine," Studies in Economic Transition, Palgrave Macmillan, number 978-0-333-97802-3, June.
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    3. K. Kacmar & Martha Andrews & Kenneth Harris & Bennett Tepper, 2013. "Ethical Leadership and Subordinate Outcomes: The Mediating Role of Organizational Politics and the Moderating Role of Political Skill," Journal of Business Ethics, Springer, vol. 115(1), pages 33-44, June.
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    5. Henry Mintzberg, 1985. "The Organization As Political Arena," Journal of Management Studies, Wiley Blackwell, vol. 22(2), pages 133-154, March.
    6. Paolo Mauro, 1995. "Corruption and Growth," The Quarterly Journal of Economics, President and Fellows of Harvard College, vol. 110(3), pages 681-712.
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