Table of Contents

Handbook of Organizational Politics

Handbook of Organizational Politics

SECOND EDITION Looking Back and to the Future

Research Handbooks in Business and Management series

Edited by Eran Vigoda-Gadot and Amos Drory

The Handbook of Organizational Politics offers a broad perspective on the intriguing phenomena of power, influence and politics in the modern workplace; their meaning for individuals, groups and other organizational stakeholders; and their effect on organizational outcomes and performances. Comprising entirely of new chapters and insights, this second edition revisits the theory on organizational politics (OP) and examines its progress and changes in emphasis in recent years. This timely and informative book provides a comprehensive set of state-of–the-art studies on workplace politics based on experiences from around the world. The contributors highlight topics such as political skills, political will, politics and leadership, compensations, politics and performance, and politics and learning climate.

Chapter 9: Looking on the bright side: the positive role of organizational politics in the relationship between employee engagement and work performance

Liat Eldor

Subjects: business and management, organisational behaviour, organisation studies


Scholars have focused on the negative aspects of organizational politics, defined as self-serving tactics that impede employees’ performance. In contrast, we maintain that organizational politics has positive aspects and moderates the relationship between employee engagement and work performance behaviors such as knowledge sharing, creativity, proactivity and adaptivity. Using data from 253 high-tech employees and their supervisors in Israel, our findings demonstrate that perceptions of organizational politics strengthen the relationship between employee engagement and work performance. When engaged employees perceive their workplace to be political, they are more proactive, creative and adaptive, and more likely to share their knowledge with their peers. These findings confirm the challenge/opportunity stressor theory regarding perceptions of organizational politics and suggest that whether politics is viewed as positive or negative depends on the employees’ point of view. For those who are engaged and more actively involved in their jobs, politics can be regarded as a challenge and even an opportunity for obtaining more resources to improve their performance. Implications for the development of theory and practice in this area are discussed.

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