Article Abstract:
Research into the politics of organizations and client systems is focused on three levels: the micro level, at which individuals are the operable units; the intermediate level, where coalitions within the organization are studied; and the macro level of the organization itself. Throughout this research, the political aspects of directing the organization and making organizational decisions are discussed in dispositional, as opposed to episodic, terms; consequently, political power and its effects are seen in terms of the allocation of resources among the members of the organization, the individuals' interests and characteristics, and the situation in which the organization is operating. This diagnosis of organizational politics identifies individuals and groups of individuals as sources of information, and politics as methods of accessing these sources.
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Article Abstract:
Organizational slack has been widely discussed, but only in its role as an antecedent of performance, political behavior, bankruptcy, and other phenomena. A model that describes the antecedents of organizational slack is presented here. It contains three sets of predictors: environmental contingencies, organizational characteristics, and the values and beliefs of dominant coalition. Hypotheses detailing how each set of predictors leads to the development of different levels and types of slack resources are presented. (Reprinted by permission of the publisher.)
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Article Abstract:
It is reasonable to expect that a phenomenon as pervasive as organizational culture affects organizational performance. "Strong" culture models, however, oversimplify the relationship. If scholars are to accurately analyze culture-performance links, they must combine more appropriate measures of culture's impact with careful attention to intrinsically cultural performance-related organizational processes. (Reprinted by permission of the publisher.)
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