This study examines the effects of organizational context on sub
ordinates' use of power tactics in upward influence attempts.Asimulation design similar to that used by Staw and Ross (1980) was
employed. Subjects were randomly assigned one of two forms of an
organizational scenario. The following organizational character
istics were described as either all positive or all negative in the
scenarios: (1) managerial competence, (2) supervisory support, (3)
fairness in reward, and (4) rule enforcement. Between-group com
parisons show that (a) respondents to the positive scenario were more
likely to choose rational power tactics, and (b) respondents to the
negative scenario were more likely to choose political power tactics
(ingratiation, threat, and blocking). These results reinforce the
utility of considering organizational context as a potential source of
variation in individual responses. Theoretical, research, and prac
tical implications are discussed.
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