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Aims: To describe how workplace violence (WPV) is experienced by nurses in hospitals and community services and identify protective and risk factors. Methods: An online cross‐sectional national study was conducted from January to April 2021 in Italy. Hospitals and community services were involved in the study. The survey combined the adapted and validated Italian version of the Violence in Emergency Nursing and Triage (VENT) questionnaire, which explores the episodes of WPV experienced during the previous 12 months, the Practice Environment Scale of the Nursing Work Index (PES‐NWI) and some additional questions about staffing levels extracted from a previous RN4CAST study. Nurses working in all clinical settings and community services were invited to participate in the survey. Descriptive and inferential statistics were used for data analysis. We adhered to the STROBE reporting guidelines. Results: A total of 6079 nurses completed the survey, 32.4% (n = 1969) had experienced WPV in the previous 12 months, and 46% (n = 920) reported WPV only in the previous week. The most significant protective factors were nurses' age, patients' use of illegal substances, attitude of individual nurses and considering effective the organization's procedures for preventing and managing episodes of violence. The most significant risk factors included workload, recognizing violence as an inevitable part of the job, patients' cultural aspects and patients' agitated behaviour. The frequency of WPV was significantly higher in certain areas, such as the emergency department and in mental health wards. Conclusion: Workplace violence (WPV) against nurses is a very frequent and concerning issue, especially in hospitals and community services. Based on our findings, integrated and multimodal programmes for prevention and management of WPV are recommended. More attention and resources need to be allocated to reduce WPV by improving the quality of nurses' workplace environment and implementing violence‐free policies for hospitals. Implications for the Profession and/or Patient Care: Impact: Workplace verbal and physical violence is a widespread phenomenon, both in hospital and community settings, and even during COVID‐19 pandemic. This problem is exacerbated by the lack of effective reporting systems, fear of retaliation and the tendency to consider violence as an inevitable part of the job.The characteristics of professionals, patients, work environment and organizational factors are involved in the spread of workplace violence, determining its multifactorial nature. Integrated and multimodal programmes to prevent and manage of workplace violence are probably the only way to effectively counteract workplace violence against nurses.Healthcare policymakers, managers of hospital and community services need to proactively prevent and effectively manage and monitor episodes of violence. Nurses need to feel protected and safeguarded against any form of verbal or physical violence, to provide high‐quality care in a totally safe environment. Patient or Public Contribution: No patient or public contribution. [ABSTRACT FROM AUTHOR]

Although mistreatment in the workplace has been widely acknowledged, the impact of coworker undermining has not been adequately explored in the literature. Using insights from the job demands–resources model, we suggest that coworker undermining is a job demand that is associated with negative affect and somatic complaints. In mitigation of this, we propose two personal resources (i.e. forgiveness and revenge cognitions) as buffers of the positive relationship between coworker undermining and somatic complaints via negative affect. We explore these relationships in a time‐lagged study involving 229 participants who responded to three surveys over a month‐long period. Our findings show that coworker undermining is related to high levels of negative affect in the following week, and that this spills over to somatic complaints. However, this is only true for victims of undermining who do not forgive their colleagues. [ABSTRACT FROM AUTHOR]

In this single-case study, practice of ostracism occurred across several levels of the occupational hierarchy in a surgery department in a large Swedish hospital. The findings show that a/ workplace ostracism is triggered by social preconceptions, b/ silence strategies is mobilised to reduce uncertainty c/ structural mistreatment reproduce targeted mistreatment and d/ decisions on expulsion is forced in order to execute organizational politics. In this article I argue that workplace ostracism is pragmatic and that different actors is cought in a form of hostage situation to prevent being rejected and blamed for wrongdoings. In this article I highlight the main results from this study and provide practical implications on how to address ostracism as an organizational problem in order to develop employee rights to be heard. [ABSTRACT FROM AUTHOR]

Purpose: Knowledge hiding in organizations is perceived as counterproductive knowledge behavior that is negatively related to employees creativity and job performance, but positively affect workplace deviance and turnover intention. The extent to which knowledge hiding develops is largely determined by personal characteristics and the work environment. However, there is a lack of research on the relationship between individual intellectual capital and knowledge hiding. This study aims to investigate the underlying mediation and moderation mechanisms of the relationship between individual human capital and knowledge hiding. The study explores the mediating role of pressure of helping others and negative emotions, and the moderating role of perceived organizational politics. Design/methodology/approach: The data were collected in two waves, in January and February 2024, from 424 Polish employees with high intellectual capital. Partial least squares path modeling was used to test the research hypotheses. Findings: Individual human capital is positively related to the pressure of helping others and negatively related to negative emotions. Pressure of helping others mediates the relationship between individual human capital and knowledge hiding. Contrary to expectations, negative emotions do not mediate the relationship between the pressure of helping others and knowledge hiding. The interaction of individual human capital and perceived organizational politics is positively related to knowledge hiding. Practical implications: To decrease knowledge hiding, managers should promote meritocracy in the organization and reduce employees' behaviors that are selfish and based on political games. Employees with high human capital should be provided with support to relieve the pressure of helping others and the negative emotions which are associated with the pressure of helping others. Originality/value: Based on psychological ownership and reactance theories, to the best of the author's knowledge, this study is the first to explore the relationships between individual human capital and knowledge hiding. [ABSTRACT FROM AUTHOR]

Purpose: The study aims to attain insights into the role of destructive leadership and perceived organizational politics as catalysts for employee disengagement through the perspective of social identity theory. The research further considers employees' defensive cognitions for a comprehensive understanding of these interrelated phenomena in the workplace. Design/methodology/approach: In order to ascertain the pertinence and contextual relevance of the proposed framework, literary review was complemented by a survey-based study encompassing 114 full-time employees purposively selected from the six systemically important banks of Pakistan. Findings: The findings accentuate the significance of destructive leadership in inducing withdrawal behaviours among employees directly and indirectly through continuance commitment. The results also underline perceptions of politics as a significant work environment impediment amplifying employees' propensity to undergo psychological withdrawal. Originality/value: The study contributes to strategic human resource management literature by offering an identity-based explanation for employees' disengagement, considering Pakistan's power-distant and collectivist orientation. The research further introduces an empirical novelty by postulating a total effect moderation model. [ABSTRACT FROM AUTHOR]

Moving beyond the extant HR implementation research that has often viewed the implementation decisions primarily as front‐line managers' (FLMs) prerogative, this article explores interactive processes involving three key actors: HR managers, senior managers, and FLMs. Drawing on a political lens, the authors find that the way in which FLMs enact HR practices depends on the relative power of the enforcing actors (i.e., HR managers) and the endorsing actors (i.e., senior managers). The study findings reveal that while the enforcers employ a range of influence tactics (e.g., legitimization, pressure, rational persuasion, and consultation) to facilitate strict HR enactment, the endorsers use counter‐influence tactics (e.g., legitimization, assertiveness, and inspirational appeal) in support of deviant HR implementation behaviors. Carefully navigating both sides' influence tactics in light of past involvement experiences, FLMs choose subsequent implementation behaviors accordingly. The paper makes a meaningful contribution to the HR devolution research by delving into relational power dynamics that develop over an early phase of HR implementation. The resulting theoretical framework provides novel insights into the reasons behind FLMs' divergent forms of implementation behaviors. It shows that the ongoing multi‐lateral interactions and political maneuverings involving HR‐related actors trigger distinct HR involvement patterns. [ABSTRACT FROM AUTHOR]

Despite various government initiatives and substantial unutilized funds in the Indian Universal Service Obligation Fund (USF), a significant population in rural and remote areas still lack broadband services due to inadequate consideration for demographic and geographical challenges in planning and implementation strategies, mainly stemming from focus on quick electoral benefits, favoritism, organizational politics and a sense of indifference. This study employs a multiple‐case approach to analyze the USF institution using the proposed integrated organizational learning framework, offering a novel perspective. The proposed framework identifies factors influencing effective outcomes and provides a comprehensive assessment of cross‐project learning culture within the organization. Additionally, by unveiling systemic deception and hidden intentions, the application of this framework may act as a deterrent to improper practices, contributing to an improved outlook for future projects. Our analysis reveals that despite encountering distinct experiences and outcomes in different initiatives, the USF has missed opportunities to fully leverage lessons learned and avoid repeating past mistakes. To bolster the efficacy of future projects, we propose that the USF adopt a proactive organizational learning strategy involving thorough evaluations and analyses of past projects by experts. This process should aim to extract key lessons, challenges, and best practices, culminating in establishing a repository of learnings. Regularly updating and utilizing this repository can foster a culture of continuous improvement and informed decision‐making. Such an approach can improve project delivery across traditional metrics of time, cost, and quality and maximize benefits delivered to beneficiaries. [ABSTRACT FROM AUTHOR]

The discussions of organizational politics and processes of organizational adaptation have developed as largely independent streams of work. However, we suggest that organizational politics—in particular, the power dynamics of the dominant coalition—can be a driver for patterns of both "continuity and change" within organizations. Continuity is maintained by two inertial forces. First, a corporate strategy that conforms to the interest of the dominant coalition will tend to reinforce the power of that dominant coalition—an entrenchment effect. Second, even organizational units that were not initially part of the dominant coalition adapt their policies to that corporate strategy and, as a consequence, may come to support this status quo strategy. However, the political dynamics within the organization can also facilitate strategic change because shifts in the environment can alter the power structure of the organization, resulting in a new dominant coalition with a different agenda. The underlying basis is that organizations are multilevel systems in which subunits adapt to the organization's strategy, and that strategy, in turn, adapts to the subunits' current policies. We find that a self-interested political process can help "unfreeze" the alignment between subunit policies and an organization's strategy in a changing environment, facilitating a more timely adaptive response than a strategy process based on the perceived collective interest of the organization as a whole. However, under high levels of goal conflict among subunits, coalitional power inhibits, rather than facilitates, adaptive change because of the entrenchment effect of power. Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2022.16995. [ABSTRACT FROM AUTHOR]

Understanding how hybrid organizations resist mission drift and sustain the joint pursuit of their plural goals over time remains a central theoretical and practical concern in the business and society literature. In this article, we mobilize an organizational politics approach to elucidate how hybrid organizations react to mission drift and strive to rebalance the relationship between their conflicting missions. Drawing on an in-depth longitudinal analysis of a project developed within a multinational worker co-op to reverse mission drift, we elaborate a process model showing how shifting patterns in the mobilization of episodic and systemic forms of power provoke critical changes in the way that plural missions are construed and enacted within hybrid organizations. This study also contributes to the field of co-operative organization and management studies by revealing that the transfer of organizational practices within multinational co-ops is more critically shaped by power relations and conflicting interests rather than, as much of the previous literature has argued, by host country institutions. [ABSTRACT FROM AUTHOR]

Building on the affective event theory, we investigate the mediating role of job frustration in the relationship between perceptions of organizational politics (POP) and employee silence. We suggest that job frustration induced by POP leads employees to become more passive in organizational participation, reflected in increased employee silence. Results from data collected from 459 employees of an Iranian organization indicate that POP has both a direct and an indirect effect on various employee silence motives. The study extends prior research by examining an affective mechanism linking POP to employee silence. The results suggest that frustration may be expressed silently in politicized work environments. The study attests to the need to explore the role of context-relevant discrete emotion in organizational phenomena. It also points to the need for organizational leaders to identify the emotional undercurrent of employee silence and to reduce negative politics in organizations. [ABSTRACT FROM AUTHOR]

Employee job satisfaction is an important attitudinal variable for many reasons, and due to the current shortage of workers, it may be even more critical in today's workplace. Job satisfaction is one of the most studied variables in the organizational behavior literature, mainly because researchers understand its impact on employee turnover and organizational effectiveness. The perception of workplace politics impacts job satisfaction. Most of the past research in the organizational behavior literature has found that employees generally perceive workplace politics negatively. However, there are differences in how employees view and react to organizational politics that are, at least partly, based on individual differences. The purpose of this study is to investigate the moderating effects of employee gender and age on the perceptions of organizational politics-job satisfaction relationship. A primary objective of this study is to provide further clarity on the effect of perceptions of politics in work reward decisions on specific job satisfaction facets for different age and gender groups. This study reports findings from a diverse group of 601 employees employed in more than a dozen organizations representing both the service and manufacturing sectors. We use hierarchical moderated regression analysis to test the study hypotheses to control for spurious variable contamination and isolate the study's main effects. The results support the hypothesis that employee perceptions of organizational politics have a different impact on job satisfaction for different gender and age groups. More specifically, results suggest that older employees are likely to be more negatively affected by perceptions of organizational politics than younger employees. Additionally, this study supports the notion that political decisions affect the job satisfaction of female employees more negatively than male employees in certain circumstances. [ABSTRACT FROM AUTHOR]

Purpose: Drawing on affective events theory, the purpose of this paper was to investigate direct and indirect relationships between perceived organizational politics and workplace cyberbullying (WCB) perpetration mediated through anger, as well as to examine the moderating role of gender in these relationships. Design/methodology/approach: The sample comprised 534 white-collar employees who were employed in a variety of service industries, including banking, higher education, telecommunications, health care and insurance in Islamabad, Pakistan. Data were analyzed using the structural equation modeling technique in Amos. Findings: Results demonstrated that perceived organizational politics has a direct positive effect on WCB perpetration. Moreover, results indicated that perceived organizational politics evokes anger among employees that, in turn, triggers WCB perpetration. Results of a multigroup analysis revealed that the positive effect of perceived organizational politics on WCB perpetration was not significantly different between men and women. However, the positive relationship between perceived organizational politics and anger was significantly stronger for men than for women. Likewise, this study found a significantly stronger relationship for men than for women between anger and WCB perpetration. Anger partially mediated the relationship between perceived organizational politics and WCB perpetration only among men. Originality/value: This study contributes to the literature by demonstrating that perceived organizational politics triggers WCB perpetration directly and indirectly through its impact on anger. Moreover, this study identified gender differences in the experience and expression of anger in response to perceived organizational politics. [ABSTRACT FROM AUTHOR]

Many organizations seek to embed their employees by fostering strong bonds between the employees and their work. Although this typically helps organizations retain employees, identity theory suggests that job embeddedness may amplify strain that results from impediments to employee's perceived role fulfillment and self-identity. We propose that embedded employees have high work identity salience that may be threatened when managers put their own interests before that of the organization or other employees (i.e., perception of organizational politics). Using data from a sample of 382 South Korean employees who provided data over 1 year, we found that embedded employees, when faced with organizational politics, reported more job search behavior, and in turn, a greater likelihood of turnover behavior. However, this finding did not extend to a nonrole-inhibiting stressor (i.e., workload), such that it seems unlikely this finding applies broadly across stressors. [ABSTRACT FROM AUTHOR]

The outcomes of Organizational Politics (OP) on employee attitudes and behaviors in the workplace have been widely researched in recent decades. Whereas many findings demonstrate detrimental effects on employees and organizations, other studies identify positive outcomes. This research aimed to probe the association between the perception of positive politics in the organization, reflected in the positive political skills of one's superior, and the perception of individual and organizational performance. The study empirically examined a theoretical model targeted to enlarge the network of constructs, leading to a more profound understanding of the role of positive political behavior in individual and organizational performance. Two independent samples – employees (n = 318) and managers (n = 297) – were applied and yielded similar results. Both samples indicated that the perception of the superior as an effective political player was significantly associated with the perception of both individual and organizational performance. In addition, both samples signaled that leader–member exchange (LMX) mediates the associations between supervisor use of OP and performance evaluations. Finally, the superior's Dark Triad characteristics moderated the mediation path of LMX in the association between OP and individual performance. However, the moderating effect of Dark Triad in the mediating role of LMX in the link between superior use of OP and organization performance was non-significant. These findings provide a strong case for further research into the positive role of OP and the potential moderators and mediations in this process. [ABSTRACT FROM AUTHOR]

Although several studies have examined the antecedents of employee ethical voice, how it spreads between colleagues is still being determined. We suggest that the contagion of ethical voice among peers depends on employees' attributions of coworker ethical voice and their perceptions of organizational politics, which in turn impacts on employees' moral awareness. We used three waves of lagging survey data from 297 employees in China to test our hypotheses. The results indicate that under a high perception of organizational politics, coworker ethical voice is positively associated with external attribution. Under a low perception of organizational politics, coworker ethical voice is positively associated with employee internal attribution. Rather than external attribution, internal attribution is positively related to moral awareness, which is positively associated with employees' subsequent ethical voice. This paper aims to extend the current understanding of the contagion of ethical voice among peers and provide relevant insights for organizations to encourage employees to express their ethical voice better. [ABSTRACT FROM AUTHOR]

Emancipatory practice development (ePD) is a practitioner‐led research methodology which enables workplace transformation. Underpinned by the critical paradigm, ePD works through facilitation and workplace learning, with people in their local context on practice issues that are significant to them. Its purpose is to embed safe, person‐centred learning cultures which transform individuals and workplaces. In this article, we critically reflect on a year‐long ePD study in an acute care hospital ward. We explore the challenges of practice change within systems, building collective strength with frontline collaborations and leadership to sustain new learning cultures. Our work advances practice development dialogue through working closely with the underpinning theories. Our critique analyses how ePD can enact and sustain change within a complex system. We argue that ePD works to strengthen safety cultures by challenging antidemocratic practices through communicative action. By opening communicative spaces, ePD enables staff to collectively deliberate and reach consensus. Their raised awareness supports staff to resist ways of working which conspire against safe patient care. Sustainability of practice change is fostered by the co‐operative democracies created within the frontline team and meso level enablement. We conclude that the democratising potential of ePDt generates staff agency at the frontline. [ABSTRACT FROM AUTHOR]

Aims: To shed light on the process of advocacy in the context of community health nursing, through a methodology inspired by the epistemologies of the South. Design: We conducted a collaborative ethnography in a community health centre in Canada. Methods: de Sousa Santos' epistemologies of the South, a typology of advocacy and main themes from historic research informed the methodology. Data were collected between 2016 and 2018 through 420 h of fieldwork observations and three group discussions, including a collective process to co‐construct interpretations with participants. Twenty‐one nurses participated in the study. Results: Nurses had sufficient work flexibility to practice advocacy actions focused on individuals and groups. They also engaged in attempts at policy reform in the form of defending access to appropriate care and changing the mode of care organization. However, these were curbed by bureaucracy and administrative rules, resulting in the eventual dismissal of health promotion actions and experiences of moral distress. Conclusion: Despite the political climate of their work environment impeding social justice agendas, nurses' advocacy practices showed a persistence of moral values and ideals in coherence with the regional nursing legacy. Implications for the Profession and/or Patient Care: Acting at the organizational level and involving field nurses in decision making are potential avenues for increasing policy advocacy efficacy. Impact: Examining contexts through another epistemic lens and methods of research drawing on history and anthropology has shed light on a process of advocacy. This research shows that organizations need to equip themselves with mechanisms to promote the sharing of realities between nurses, thereby building collective advocacy. Reporting Method: The research adheres to the EQUATOR guidelines with SRQR and COREQ methods. Patient or Public Contribution: No patient or public contribution. [ABSTRACT FROM AUTHOR]

Copyright of Contemporary Accounting Research is the property of Canadian Academic Accounting Association and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Leaders enact justice in a workplace that is often replete with various political dynamics such as goal conflicts, cliques, and differential treatments. Understanding how and when workplace politics influence leaders' justice rule adherence is theoretically and practically important. In this paper, we conceptualize the workplace as a political arena and adopt moral self-regulation theory to explore how and when leaders' perceptions of team politics (PTP) impact their justice rule adherence. We hypothesize that leaders' PTP prompts them to justify subordinates-directed unjust behaviors, which in turn reduces their justice rule adherence. Furthermore, we hypothesize that leaders' high construal level mitigates the negative effect of PTP on justice rule adherence. We conduct three studies to examine our theoretical model at both the within- and between-person levels. Results from two interval-based experience sampling studies (within-person) and one time-lagged scenario-based experiment (between-person) demonstrate consistent support for our hypotheses. We conclude by discussing the theoretical and managerial implications of our research. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

Although negative gossip is ubiquitous in the workplace, we know little about how negatively gossiping about the supervisor--who occupies a higher hierarchical position in the organization--influences gossipers themselves. To address this question, we draw on the conservation of resources theory to account for the resource-consuming and resource-generating impact of negative gossip about the supervisor on gossipers' work engagement. Findings from three experience sampling studies show that negative gossip about the supervisor is a double-edged sword for gossipers that seems to do more harm than good to their work engagement. On the one hand, spreading negative gossip about the supervisor evokes the resource-consuming mechanism of image maintenance concerns, which impairs gossipers' work engagement, especially when perceived organizational politics is higher. On the other hand, engaging in such gossip elicits the resource-generating mechanism of sense of power, which only improves work engagement in Study 3 but not in Studies 1 and 2; contrary to our expectation, this effect is unaffected by perceived organizational politics. We conclude by discussing the theoretical and practical contributions of our research. [ABSTRACT FROM AUTHOR]

The motivation, opportunity and ability model for teachers' performance is related to the employees' long-term performance and competitiveness. The purpose of the study was to investigate the perceptions of teachers about organizational politics by finding out the relationship amid organizational politics, teachers' performance, and motivation, opportunity, and abilities (MOA) model. Quantitative survey research design was employed for this study. The sample was comprised of 15 public & 15 private schools of district Lahore. The data were collected using a self-developed questionnaire. The data were analyzed using descriptive and inferential statistics. The results indicated that school teachers observed a strong culture of organizational politics. Results showed that there is positive relationship amid teachers' performance and MOA model and thus related to organizational politics. The findings of study will enhance understanding of teachers' performance in MOA model & politics & interrelationship with individual performance. Teacher's performance can be increased with the use of MOA model in the institutions. [ABSTRACT FROM AUTHOR]

This article builds a case for raising occupational consciousness by critically questioning ahistorical and apolitical uses of battle language, especially when referring to infectious diseases. Words such as invasion, colonization, and resistance are particularly ethically troubling, and this article considers why the social practices our language brings about matter in health care. Dynamic relationships among humans and microbes, as well as metaphor, are considered here in historical context and through the lens of Derrida’s portmanteau hostipitality, which invites reconsideration of an infectious disease notion of host and how conceptions of hospitality have been institutionalized and commodified. This article argues that language used in infectious disease care settings should be informed by coexistence as a guiding value of clinical and ethical relevance. [ABSTRACT FROM AUTHOR]

Innovation management research demonstrates that political behavior is necessary for project leaders to conduct breakthrough innovation (BI) projects successfully. Although it is known that project leaders' political behavior contributes to BI project success by maintaining continued support for the projects, this study focuses on another function of organizational politics: the uncertainty‐handling function. Project leaders encounter uncertainties during their BI projects and are tormented by unintended project stagnation. While scholars and practitioners have developed several logic‐based responsive approaches to address uncertainty problems, project leaders also employ political behavior. The realization provokes questions such as, what type of uncertainty in particular triggers a project manager's political behavior in the context of BI development? Is there any specific linkage between a particular type of uncertainty and particular political behavior? What mechanisms underpin those relationships? To answer these questions, we investigate six BI projects in five mature Japanese companies through the lens of the meaning management perspective. The analysis reveals that (1) project leaders use political behavior to address a specific situation in which two uncertainties are intertwined; (2) project leaders use different political behavior depending on the type of intertwined uncertainties; and (3) project leaders resolve intertwined uncertainties with political behavior and then address each uncertainty in their BI projects. This study contributes to the innovation politics literature and innovation management practices by identifying specific conditions under which BI project leaders use political behavior and suggesting the fit between particular political behaviors and uncertainty conditions. [ABSTRACT FROM AUTHOR]

In the contemporary organizational landscape, this research undertakes a comprehensive investigation into the intricate dynamics of corporate learning culture, its far-reaching implications, and the underlying mechanisms governing its influence. Drawing from the lens of organizational learning theory, this study explored the role of corporate learning culture in shaping corporate ideology and influencing the perception of organizational politics. Moreover, it investigated incentive strategies as potential mediators between corporate learning culture and both corporate ideology and the perception of organizational politics. and high-commitment human resource (HR) practices as moderator in the relationship between corporate learning culture and incentive strategies. For this purpose, this study targeted 269 working professionals in various organizations and EMBA students from various universities located in China for data collection. For empirical analyses, the present study applied CFA-SEM (confirmatory factor analyses- structural equation modeling) by using Mplus 8. The outcomes revealed that corporate learning culture positively influences corporate ideology while corporate learning culture also predicts the perception of organizational politics. Moreover, the mediation outcomes revealed that incentive strategies significantly mediated these relationships. Additionally, results have also exposed that high-commitment HR practices positively moderated the association between corporate learning culture and incentive strategies. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to answer the following research questions. Does hostility shape the undesirable attitudinal consequences of perceived organizational politics (POP)? If so, does emotional intelligence play a role in this context? To answer these questions, the author relies on the affective events theory to present and empirically investigate a moderated mediation model in which: hostility mediates the relationships between POP and both job tension and turnover intentions; and emotional intelligence moderates these relationships. Design/methodology/approach: The moderated mediation model was tested among a sample of 408 employees. The data was collected in three waves. Findings: The results revealed that hostility mediated the relationships between POP and the two undesirable attitudes explored. In addition, one of the emotional abilities included in emotional intelligence, namely, self-emotion appraisal, moderated these relationships. Practical implications: Interventions designed to increase the emotional intelligence level of employees might reduce the hostility they experience in response to POP, and consequently, its harmful implications. Originality/value: Among the four emotional abilities included in emotional intelligence, only self-emotional appraisal moderates the relationship between POP and hostility. Such findings imply that in some cases, a thorough understanding about one's emotions is more effective in regulating the hostility experienced in response to organizational politics than other emotional abilities that seem more relevant in this context. [ABSTRACT FROM AUTHOR]

The different structural contexts of public and private sector firms frame the specific organizational work environment. However, public-private comparative studies have been unable to isolate how these differences influence aspects of organizational work, such as employee empowerment, with similarities and differences among key constructs. We develop a contingency view of employee empowerment, theoretically arguing and empirically demonstrating how authentic leadership with different levels of organizational politics influences employee empowerment in different contextual settings, namely public vs. private sector firms. We present evidence of a three-way interaction. We surveyed 173 senior Indian managers working in public and private sectors to measure their perceptions of empowerment, authentic leadership, and organizational politics. Employing ordinary least-square regression, we tested for simple and complex interactions. We found that authentic leadership had interactive effects on how organizational politics and public-private differences impact empowerment. The differences in the effect of authentic leadership on employee empowerment between public and private firms became more, with an increase in organizational politics. [ABSTRACT FROM AUTHOR]

This study investigates the role of employee cynicism and perceived organizational politics in deceptive knowledge-hiding behaviors (evasive hiding and playing dumb). Besides, this work aims to measure the mediating role of psychological distress between employee cynicism, perceived organizational politics, and deceptive knowledge-hiding behaviors. Using a time lag strategy, the data were collected in three waves from 478 employees working in research and development institutions in Pakistan. A structured questionnaire and PLS-SEM technique were employed for data collection and analyses. The results indicate that employee cynicism and perceived organizational politics significantly promote playing dumb behavior in employees. Employee cynicism has no significant association with evasive hiding. However, perceived organizational politics promotes evasive hiding. Psychological distress as a mediator supports employee cynicism and perceived organizational politics to develop deceptive knowledge-hiding behaviors. The outcomes of this research have significant implications for organizations, especially for research and development departments. Putting down the cynicism level among employees and controlling the organizational politics can motivate the employees to share knowledge and avoid deceptive knowledge hiding. Managers with positive signals can rebuild trust with subordinates and encourage them to be involved in knowledge-sharing activities. The findings of this study could also serve the theory and practice by showing how employees act psychologically when they are cynical and think their company is playing politics. [ABSTRACT FROM AUTHOR]

Purpose: Drawing on the challenge–hindrance stressor framework and the "too-much-of-a-good-thing" principle, this study examined the curvilinear effects of two emic social challenge stressors (guanxi beliefs and participative decision-making (PDM)) and the moderating effect of an etic social hindrance stressor (perceived organizational politics) on Hong Kong and United States nurses' job satisfaction. Design/methodology/approach: A quantitative survey method was implemented, with the data provided by 355 Hong Kong nurses and 116 United States nurses. Structural equation modeling was used to examine the degree of measurement equivalence across Hong Kong and US nurses. The proposed model and the research questions were tested using nonlinear structural equation modeling analyses. Findings: The results show that while guanxi beliefs only showed an inverted U-shaped relation on Hong Kong nurses' job satisfaction, PDM had an inverted U-shaped relation with both Hong Kong and United States nurses' job satisfaction. The authors also found that Hong Kong nurses experienced the highest job satisfaction when their guanxi beliefs and perceived organization politics were both high. Research limitations/implications: The results add to the comprehension of the nuances of the often-held assumption of linearity in organizational sciences and support the speculation of social stressors-outcomes linkages. Practical implications: Managers need to recognize that while the nurturing and development of effective relationships with employees via social interaction are important, managers also need to be aware that too much guanxi and PDM may lead employees to feel overwhelmed with expectations of reciprocity and reconciliation to such an extent that they suffer adverse outcomes and become dissatisfied with their jobs. Originality/value: First, the authors found that influences of guanxi beliefs and PDM are not purely linear and that previous research may have neglected the curvilinear nature of their influences on job satisfaction. Second, the authors echo researchers' call to consider an organization's political context to fully understand employees' attitudes and reactions toward social interactions at work. Third, the authors examine boundary conditions of curvilinear relationships to understand the delicate dynamics. [ABSTRACT FROM AUTHOR]

Copyright of REMAH Journal is the property of Research & Development of Human Recourses Center (REMAH) and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Researchers have recently become quite interested in the knowledge-hiding behaviors of employees. Therefore, the study aims to examine the effects of perception of organizational politics, coworkers' incivility on knowledge hiding behavior of employ with moderating role of job stress. The researcher adopted a cross sectional research design to collect data from the education sector employees of Islamabad and Rawalpindi regions by using purposive sampling technique. Data was analyzed through SPSS 24. The findings confirmed the effects of perception of organizational politics, coworkers' incivility on knowledge-hiding behaviors. Furthermore, the finding also confirmed the moderating effect of job stress on the relationship perception of organizational politics, coworkers' incivility on knowledge-hiding behaviors. [ABSTRACT FROM AUTHOR]

This study explored the relationship between Organizational Politics (OP) and Organizational Citizenship Behavior (organizational citizenship behavior for organization (OCB-O) and organizational citizenship behavior for individuals (OCB-I). Survey data was gathered from 398 employees work in manufacturing company in Chonburi province. PLS-SEM was used to test the research hypotheses. Results revealed that OP has a negative relationship with OCB-O and OCB-I. Based on these findings, this study recommends that the manufacturing company in Chonburi province should eliminate or reduce OP practices as much as possible in their organizations. The limitations of this study and recommendations for future research are also provided. [ABSTRACT FROM AUTHOR]

Political knowledge describes "an individual's understanding of specific influential others' relationships, demands, resources, and preferences" (Granger et al., 2020), is an often-overlooked dimension of learning how to fit into a new organization (Chao et al., 1994; Taormina, 1994). Moreover, newcomer research has been conducted independently of individual newcomer personality differences. To extend previous research, the present research examines newcomers' Big Five personality traits and political knowledge as an immediate outcome of the process of newcomer adjustment. A 3-wave longitudinal study of 439 newcomers in 7 organizations examined Big Five personality traits as antecedents of political knowledge of the organization. The results suggested that among the Big Five traits, openness, neuroticism, and conscientiousness were positively related to apolitical knowledge of the organization. Overall, the results suggested that the Big Five are one of the key determinants of organizational political knowledge. [ABSTRACT FROM AUTHOR]

As knowledge hiding has become an increasingly widespread phenomenon within organizations, there has been a dramatic increase in research on this topic over the past two decades. However, previous studies have provided inconsistent conclusions on why knowledge hiding occurs and how it affects the perpetrator's subsequent work and well-being outcomes. As no reviews to date have focused on the knowledge hiding from the perpetrator's perspective, this meta-analysis systematically synthesizes frequently studied antecedents and consequences of perpetrator-centric knowledge hiding. It also examines the moderating effects of cultural dimensions and causal directions on the consequences. Based on evidence from N = 193 sources with a total sample size of N = 68,113, this meta-analysis found significantly strong relationships between neuroticism, moral disengagement (hider's factors), psychological contract breach, toxic leadership, leader-signaled knowledge hiding, perceived organizational politics (contextual factors) and knowledge hiding. The findings revealed that knowledge hiding had a medium-sized positive relationship with perpetrator psychological strain. It also uncovered the cross-cultural differences among the perpetrator-centric consequences. These findings helped answer the question of whether some common predictors or outcomes of knowledge hiding should be identified as outcomes or indicators. Finally, it provided suggestions for future research and human resource management (HRM) practices. [ABSTRACT FROM AUTHOR]

Abusive supervision is a manifestation of power and can lead to serious negative consequences for employees. Drawing upon the approach-inhibition theory of power, we examine how supervisors' coercive power affects abusive supervision, an approach behavior, and how subordinates then respond to abusive supervision in the form of silence, an inhibition-related behavior. More importantly, recognizing that exercises of and reactions to power may depend on the political environment of an organization, we also investigate the moderating role perceptions of organizational politics (POPs) play in these relationships. Using multi-source time-lagged data collected from 188 supervisor-subordinate dyads in Taiwan, we found a positive main effect of supervisors' coercive power on abusive supervision and further showed an accentuating moderating effect of supervisors' POPs on this relationship such that the relationship was only significant when supervisors' POPs were high. Moreover, while the abusive supervision – subordinate silence relationship was not significant, different from our prediction, we found a somewhat unexpected moderating effect of subordinates' POPs on this relationship. Specifically, silence stayed relatively high regardless of the level of abusive supervision when subordinates' POPs were high whereas a negative relationship was observed for subordinates with low POPs. The theoretical and practical implications of this study are discussed. [ABSTRACT FROM AUTHOR]

Literature on organizational politics (OP), normally focuses on the individual and team levels. Relatively less research has been undertaken to understand how OP at the firm-level is developed; this is particularly so in the context of the transitional economy of China where OP is very prevalent with the practice of guanxi. Therefore, applying the grounded theory analysis, we carried out in-depth interviews that generated 1,132 coding items which were categorized into 328 secondary concepts. Our study eventually leads to a theoretical model to provide a holistic and contextual understanding of OP. The analyses identify antecedents to OP and factors impacting the links (power structure, interest structure, guanxi structure, political motivation, political ability, and political context), among which guanxi structure and political motivation are novel findings as for the Chinese setting, and the functional mechanisms of OP (motivation, evaluation, selection, and conditions), which offer a dynamic perspective to how OP works. [ABSTRACT FROM AUTHOR]

Workplace politics is a growing area of business research. The present study aggregates the extant literature on workplace politics and identifies themes to develop a comprehensive understanding of the field. Based on a portfolio of 68 studies collected from different electronic databases, an extensive systematic literature review was undertaken following Rowley & Slack's methodology. The study segregates the organizational politics literature into antecedents, consequences, and boundary conditions. Furthermore, antecedents, consequences, and boundary conditions are discussed from the individual, job, and organizational levels. Based on the identified themes, the study proposes a conceptual model and future research directions that scholars could use to guide practitioners in making organizations a better place to work. [ABSTRACT FROM AUTHOR]

This paper examines the cross-national transfer of HRM practices at Up Group, an emblematic French multinational worker co-op. Our findings reveal that stakeholder pressure to disseminate the co-op's core HRM practices to its foreign subsidiaries triggered two key strategic responses from the HQ member-owners: transfer circumvention and ceremonial transfer. Therefore, our study provides new insights into the political and contested nature of practice transfer by elucidating how MNCs actively engage in the selective and differential transfer of some of their core HRM practices to protect the HQ actors' interests and preserve their position of power vis-à-vis the subsidiaries. In addition, our fine-grained analysis of the ceremonially transferred practices contributes to the literature on practice variation during diffusion processes in MNCs. Finally, by examining the challenges of the cross-national management of people in multinational worker co-ops, an increasingly important global player, this study addresses critical management scholars' calls to broaden the horizons of IHRM research beyond the hegemonic analysis of for-profit shareholder-owned MNCs. [ABSTRACT FROM AUTHOR]

Background: The working conditions of nurses working in Primary Health Care are related to interpersonal, political, organizational and infrastructure issues. Objective: to analyze the category "working conditions" from the research "Nursing Practices in Primary Health Care: a national study of mixed methods", focusing on the capitals of the Southeast region of Brazil. Methods: qualitative study that analyzed 108 interviews with nurses residing in Belo Horizonte, Rio de Janeiro, São Paulo and Vitória, carried out between November 2020 and September 2021. Data were subjected to thematic analysis, with the support of the MAXQDA® software. Results: the participants were mostly female (88.0%), mean age of 42 years, brown color or race, and working in primary care for more than 12 years. There is a thematic diversity regarding the working conditions mentioned by nurses, with positive emphasis on interpersonal relationships. Infrastructure of the health units and the fragility of employment relationships were mentioned as obstacles to work in PHC. Conclusion: There are a variety of factors that are related to the working conditions of nurses, requiring interventions on those that bring harm, such as excess attributions and infrastructure of health units. [ABSTRACT FROM AUTHOR]

Introduction: Events Theory posits that the perception of organizational politics affects job attitudes. The purpose of this study was to answer the question: does organizational politics have a similar impact on Chinese individuals who adhere to the doctrine of the mean?. Methods: We collected survey data from 3,059 library personnel in 36 Chinese university libraries and conducted analysis using the Analytic Hierarchy Process. Results: The results showed that the perception of organizational politics reduces employee work engagement. However, this impact exhibits heterogeneity. For newly recruited employees and employees aged 50 and above who are nearing retirement, the impact of organizational politics on work engagement is relatively small. Conversely, for employees aged 30-50, organizational politics has a significant negative impact. Furthermore, the doctrine of the mean moderates the impact of organizational politics on work engagement, mitigating its negative effects. Discussion: The conclusions offer new insights into enhancing employee work motivation. The library should take more measures to safeguard employee rights to enhance work motivation. [ABSTRACT FROM AUTHOR]

This research investigated the multifaceted influences on organizational commitment within the context of call centers in Karachi, Pakistan, focusing on financial and nonfinancial sectors. The study employed a cross-sectional survey design and utilized a quantitative approach to explore the impact of perceived pay equity, development opportunities, trust in leadership, psychological capital, and protean career orientation on organizational commitment. Additionally, the research examined the moderating effects of paternalistic leadership style, perception of organizational politics, and organizational cynicism on these relationships. The study, with a sample size of 357, employed convenience sampling and structural equation modeling with PLS Smart software for data analysis. Results indicated that organizational cynicism did not significantly influence organizational commitment, while development opportunities positively impacted it. Conversely, organizational cynicism was identified as a detrimental factor negatively affecting organizational commitment, suggesting a correlation between increased cynicism and decreased employee commitment. The moderating influence of paternalistic leadership style was explored, revealing its non-significant role in shaping protean career orientation. However, it significantly impacted psychological capital, influencing organizational commitment. The study also delved into the moderating role of the perception of organizational politics, emphasizing its significance in shaping the relationship between trust in leadership and organizational commitment. [ABSTRACT FROM AUTHOR]

In this study, we discuss the colonial project as an eliminatory structure of indigenous ways of knowing and doing that is built into Canadian social and health institutions. We elaborate on the role nursing plays in maintaining systemic racism, marginalization and discrimination of Indigenous Peoples. Based on historical practices and present‐day circumstances, we argue that changing language in research and school curriculums turns decolonization into what Tuck and Yang call a 'metaphor'. Rather, we propose decolonization as a political project where nurses acknowledge their involvement in colonial harms and disrupt the assumptions that continue to shape how nurses interact with Indigenous people, including knowledge systems that perpetuate colonial interests and privilege. Decolonization requires nurses to understand the colonial practices that led to dispossession of land, erasure of knowledge, culture and identity, while upholding indigenous ways of knowing and doing in health, healing and living. As a political manifesto that liberates indigenous life from oppressive structures of colonialism and capitalism, The Red Deal is presented as a visionary platform for decolonization. The aim of this study is to articulate three dimensions of caretaking within The Red Deal as a framework to decolonize nursing knowledge development and practice. Based on the philosophical dimension embedded in The Red Deal that revoke norms and knowledge assumptions of capitalism that destroy indigenous ways of knowing and doing, we underscore an approach toward decolonizing nursing. Our approach rejects the apolitical nature of nursing as well as the unilateral western scientific knowledge approach to knowledge development and recognition. A critical emancipatory approach that addresses the socio‐political and historical context of health care, recognizes dispossession of land and adopts a 'multilogical' vision of knowledge that gives space for representation and voice is needed for true decolonization of nursing. [ABSTRACT FROM AUTHOR]

Healthcare under the auspices of late‐stage capitalism is a total institution that mortifies nurses and patients alike, demanding conformity, obedience, perfection. This capture, which resembles Deleuze's enclosure, entangles nurses in carceral systems and gives way to a postenclosure society, an institution without walls. These societies of control constitute another sort of total institution, more covert and insidious for their invisibility (Deleuze, 1992). While Delezue (1992) named physical technologies like electronic identification badges as key to understanding these societies of control, the political economy of late‐stage capitalism functions as a total institution with no cohesive, centralized, connected material apparatus required. In this manuscript, we outline the ways in which the healthcare industrial complex demands nurse conformity and how that, in turn, operationalizes nurses in service to the institution. This foundation leads to the assertion that nursing must foster a radical imagination for itself, unbound by reality as it presently exists, in order that we might conjure more just, equitable futures for caregivers and care receivers alike. To tease out what a radical imagination might look like, we dwell in paradox: getting folks the care they need in capitalist healthcare systems; engaging nursing's deep history to inspire alternative understandings for the future of the discipline; and how nursing might divest from extractive institutional structures. This paper is a jumping‐off place to interrogate the ways institutions telescope and where nursing fits into the arrangement. [ABSTRACT FROM AUTHOR]

Organizational politics are recognized as a ubiquitous and negative threat to knowledge sharing in organizations, yet less research has examined the boundary conditions that affect this relationship, particularly in interdependent manufacturing contexts. This article aims to explore how authentic leadership, intrinsic motivation, and prosocial motivation bound the effects of organizational politics on the knowledge sharing activities of individuals and workgroups in the shop floor of the Brazilian automotive consortium during a political and economic crisis context (2015–2017). This crisis context was marked by presidential impeachment, high inflation, economic instability, and massive plant layoffs. We sampled 144 shop floor workers using a questionnaire-based survey and established scales, and employed multivariate regression analyses to test our hypotheses. Contrary to expectations, we found that organizational politics increase, rather than decrease, knowledge sharing of individuals and groups. Moderation analyses suggest that worker intrinsic motivation and prosocial motivation significantly moderate the positive relationships between organizational politics and knowledge sharing of individuals and groups, while authentic leadership had no significant effect on this relationship. JEL CLASSIFICATION: D2: Production and Organizations [ABSTRACT FROM AUTHOR]

Background & Aims: Educational planning is a series of overlapping and irregular stages in which various people and organizations are involved with diverse views, politically and technically. These steps include processes in which content and issues are analyzed, policies are identified and then implemented, re-evaluated, and redesigned. Based on this trend, a complete analysis of the education sector will require an understanding of the flow of educational policy, meaning "how" and "when" educational development will take place. Since the policy-making process is an important element in educational planning, it is important to clarify the concepts of "policy" and "policy-making". Policy is an explicit or implicit group or individual decision that provides a set of guidelines to guide future decisions, initiate or delay an action, or provide executive guidance on previous decisions. Policymaking is the first step in a planning cycle, and planners must conduct a dynamic assessment of how policies are set before they can effectively design the implementation and evaluation of a process. For educational policy-making in university units, the analysis of educational policies is done in several stages, achieving educational opportunities, equality in the distribution of educational services, the structure of the educational system, internal efficiency, and external efficiency of institutional arrangements for department management. Of course, evaluating the existing situation without evaluating the forces against and against change, when policy changes become necessary, is an incomplete analysis. Also, this evaluation should include the chance of success of various policies and strategies that should be used to implement and advance these policies. The fact is that in today's world, where we are witnessing tremendous changes and developments in various fields, the environment is facing a lot of turbulence and uncertainty, and the competition has become very intense. To achieve success in the field of competition, university systems must use a type of planning that is forward-looking and environmentally oriented, so that while identifying environmental factors and developments, in a long-term time horizon, their impact on the university and how to interact Determine it with them. Research policy is the same as strategic planning which, by examining the external and internal environment of the university, identifies environmental opportunities and threats and internal strengths and weaknesses, and sets long-term goals for the university keeping in mind the mission of the organization. To achieve these goals, from among the strategic options, he chooses strategies that rely on the strengths and eliminate the weaknesses, use the opportunities worthilyr, and avoid the threats. If it is implemented correctly, it will make the university successful in the field of competition. For educational policy-making, one should resort to different solutions. One of the solutions that has been receiving the attention of passers-by policy for several years is policy research. Policy research is the use of practical and scientific research in policy-making, with the use of this method, social issues are identified, sensitive information is collected, concepts and hypotheses are created, and more importantly, All research is recognized by policymakers. Policy research is closely related to agenda setting and its results are very useful for the development of public policies. Policy studies study the policy-making process. Political research is mainly carried out by political science specialists who are interested in the process of adopting policies and the effects of policies. Political research is effective in policy-making. The process of policy research is made up of four dimensions: identifying problems and identifying issues, understanding the main issues, supporting the program of selective measures, and evaluating the effect and control process. Considering the importance of educational policy-making in today's world and the consequences of this type of policy-making, the present study studied the process of policy research in educational policy-making in the university units of Mazandaran province. The current research aims to provide a model for the qualitative model of educational research policy in universities of medical sciences . Methods: This research was of an exploratory type: thematic analysis in the qualitative part and a descriptive survey in the quantitative part. In the qualitative section, the studied population included academic (faculty members) and organizational (Islamic Azad universities) experts. The quantitative section included all academic faculty members of universities in Mazandaran province. The sample size in the qualitative part was 12 interviewees according to the saturation principle and the purposeful sampling method. In the quantitative part, 242 people were selected based on the calculation of the sample size in structural equations and the stepwise cluster random sampling method. The data collection tool was semi-structured interviews in the qualitative part and a researcher-made questionnaire with 62 items taken from the theoretical foundations, research background, and interviews with experts in the quantitative part. The method of data analysis in the qualitative part was theoretical coding (open, central, and selective) and in the quantitative part, it included structural equation modeling and confirmatory factor analysis. Results: The results showed that the university research policy variable had 6 dimensions educational, research, social and cultural, financial and administrative, international and environmental policies, and the educational policy variable included the dimensions of education content, education quality, finance, and budget. Monitoring and evaluation were political, social, cultural, and linguistic. The results showed that there is a causal and correlational relationship between the variable of university research policy and educational policy in terms of R2 values with a value of 0.473 and a path coefficient value of 0.560 and about 56% of the components and dimensions of educational policy They are determined by the components and dimensions of university policy research. Conclusion: In general, according to the results of the study, it can be shown that providing a qualitative model of educational research policy in universities of medical sciences can be of special importance in education. In the interpretation of this topic, it should be mentioned that the formulation and implementation of research policies in universities has a direct effect on educational policy and this relationship can be very useful for improving the quality and efficiency of the educational system. This finding can be an important point for university managers and decision-makers. According to this finding, they can formulate university research policies more carefully so that they can implement the most effective educational policies. In addition, this finding can be useful for increasing interaction and cooperation between faculty members and university administrators in the field of policy formulation and implementation. In general, this finding shows that attention to university research policy and its coordination with educational policy can facilitate and accelerate the improvement of the quality and efficiency of the educational system and ultimately lead to the best teaching and learning methods for students and faculty members. According to these results, it can be concluded that paying attention to research policies and formulating appropriate strategies in this field can facilitate and accelerate the improvement of the quality and efficiency of the educational system. Also, by examining this model and the connections between policy research and educational policy, university managers and decision-makers can make better decisions to improve performance and raise the level of education in universities. Finally, these results can contribute to the development and improvement of university policies to lead to the creation of an effective and efficient environment for teaching and learning that contributes to the progress of society and the social and economic development of the country. [ABSTRACT FROM AUTHOR]

While poor performance is one reason employees are fired, previous research suggests it plays a limited role in explaining terminations. We argue that sociopolitical concerns play a role in determining who is terminated. Using field data from a U.S. health care company and experimental data using participants with supervisory experience, we show how the supervisor's political concerns with the focal employee, which are contingent on the supervisor-employee political relationship and the way it is embedded within the workplace network, are related to dismissal decisions. Not only do we expect that a supervisor will be less likely to terminate an employee they see as a political ally and more likely to dismiss an adversary, but we also argue that a supervisor with fewer (more) alternative allies to the employee is less (more) likely to dismiss the employee. Additionally, a supervisor with numerous adversaries in their own network depends more heavily on the employee politically, making dismissal less likely, whereas if the employee has numerous adversaries, the supervisor has greater latitude to terminate the employee. Our findings contribute to research on involuntary turnover by showing that a social network approach to understanding organizational politics helps us understand why specific individuals are targeted for dismissal, above and beyond performance considerations. • We find that employees with many allies are less likely, and employees with many adversaries are more likely to be terminated. • And supervisors are less likely to terminate employees who dyadically constrain their ally networks, especially when they have many adversaries. • We confirm two mediating causal mechanisms: supervisor political dependence on and felt threat from the focal employee. • Finally, the sociopolitical landscape influences termination decisions over and above the impact of performance. [ABSTRACT FROM AUTHOR]