Als Alternativkonzepte zu den POIS werden im zweiten Teil des Beitrags der Influence Behavior Questionnaire (IBQ) und die Perceptions of Organizational Politics Scale (POPS) vorgestellt. Während der IBQ die Klassifikation interessegeleiteter Einflußstrategien erweitert, lenkt die POPS ihr Hauptaugenmerk auf die (subjektiv) wahrgenommene Politisierung des Organisationsklimas; beide Erhebungsinstrumente weisen allerdings ernstzunehmende psychometrische Defizite auf. Der abschließende Ausblick beinhaltet Vorschläge zur Weiterentwicklung von POIS, IBQ bzw. POPS und skizziert Leitlinien für ihren kritisch reflektierten Einsatz im Rahmen politischer Personalbzw. Organisationsentwicklungskonzepte.
Get full access to this article
View all access options for this article.
References
1.
Al-AniA. (1993): Machtspiele in Organisationen. Eine Ergänzung marktlicher und hierarchischer Regelsysteme. Journal für Betriebswirtschaft43, 3–4, 130–154.
2.
BaddeleyS.JamesK. (1987): Owl, fox, donkey or sheep: Political skills for managers. Management Education and Development18, 1, 3–19.
3.
BaddeleyS.JamesK. (1989): The anatomy of a political skills programme. Training and Management Development Methods3, 4, 37–51.
4.
BazermanM.H.LewickiR.J. (1983) (Ed.): Negotiating in organizations. Beverly Hills: Sage.
5.
BerneE. (1970): Spiele der Erwachsenen. Psychologie der menschlichen Beziehungen. Reinbek: Rowohlt.
6.
CailloisR. (1960): Die Spiele und die Menschen. Maske und Rausch. Stuttgart: Schwab.
7.
CaseT.DosierL.MurkinsonG.KeysB. (1988): How managers influence superiors: A study of upward influence tactics. Leadership & Organization Development Journal9, 4, 25–31.
8.
CobbA.T. (1986): Political diagnosis: Applications in organizational development. Academy of Management Review11, 3, 482–496.
9.
CowanG.DrinkardJ.MacGavinL. (1984): The effects of target, age, and gender on use of power strategies. Journal of Personality and Social Psychology47, 6, 1391–1398.
10.
CrozierM.FriedbergE. (1979): Macht und Organisation. Die Zwänge kollektiven Handelns. Königstein: Athenäum.
11.
DelugaR.J.PerryJ.T. (1991): The relationship of subordinate upward influencing behavior, satisfaction and perceived superior effectiveness with leader-member exchanges. Journal of Occupational Psychology64, 3, 239–252.
12.
DopplerK. (1991): Management der Veränderung – Entwicklungen und Veränderungen erfolgreich steuern und gestalten. Organisationsentwicklung10, 1, 19–30.
13.
DopplerK. (1993): Gruppendynamik und Organisationsentwicklung im Spannungsfeld der Macht – Chancen und Gefährdungen eines handlungsorientierten Ansatzes. Gruppenpsychotherapie und Gruppendynamik29, 1, 103–114.
14.
DosierL.CaseT.KeysB. (1988): How managers influence subordinates: An empirical study of downward influence tactics. Leadership & Organization Development Journal9, 5, 22–31.
15.
DroryA. (1993): Perceived political climate and job attitudes. Organization Studies14, 1, 59–71.
16.
DuBrinA.J. (1978): Winning at office politics. New York: Van Nostrand Reinhold.
17.
EddingC. (1993): Mikropolitik. Strategie und Taktik persönlicher Einflußnahme im Betrieb. Ein Training für Frauen. Hektographiertes Seminarprogramm. Berlin.
18.
ElsbachK.D.SuttonR.I. (1992): Acquiring organizational legitimacy through illegitimate actions: A marriage of institutional and impression management theories. Academy of Management Journal35, 4, 699–738.
19.
ErezM.RimY.KeiderI. (1986): The two sides of the tactics of influence: Agent vs. target. Journal of Occupational Psychology59, 1, 25–39.
20.
FairholmG.W. (1985): Power tactics on the job. Personnel62, 5, 45–50.
21.
FairholmG.W. (1993): Organizational power politics. Tactics in organizational leadership. Westport: Praeger.
22.
FalbeC.M.YuklG. (1992): Consequences for managers of using single influence tactics and combinations of tactics. Academy of Management Journal35, 3, 638–652.
23.
FalboT. (1977): The multidimensional scaling of power strategies. Journal of Personality and Social Psychology35, 8, 537–548.
24.
FalboT.PeplauL.A. (1980): Power strategies in intimate relationships. Journal of Personality and Social Psychology38, 4, 618–628.
25.
FarrJ.H.HowarthS.H. (1989): The candy bar: Using power strategies. In: PfeifferJ.W. (Ed.) The 1989 annual: Developing human resources. San Diego: University Associates. p. 73–81.
26.
FerrisG.R.BuckleyM.R. (1990): Performance evaluation in high technology firms: Process and politics. In: Gomez-MejiaL.R.LawlessM.W. (Ed.) Organizational issues in high technology management. Greenwich: JAI Press. p. 243–263.
27.
FerrisG.R.JudgeT.A. (1991): Personnel/Human resources management: A political influence perspective. Journal of Management17, 2, 447–488.
28.
FerrisG.R.KingT.R. (1991): Politics in human resource decisions: A walk on the dark side. Organizational Dynamics20, 59–71.
29.
FerrisG.R.KacmarK.M. (1992): Perceptions of organizational politics. Journal of Management18, 1, 93–116.
30.
FerrisG.R.RussG.S.FandtP.M. (1989): Politics in organizations. In: GiacaloneR.A.RosenfeldP. (Ed.) Impression management in the organization. Hillsdale: Lawrence Erlbaum. p. 143–170.
31.
FerrisG.R.FedorD.B.CachereJ.G.PondyL.R. (1989): Myths and politics in organizational contexts. Group & Organization Management14, 1, 83–103.
32.
FerrisG.R.BrandJ.F.BrandS.RowlandK.M.GilmoreD.C.KacmarK.M.BurtonC.A. (1990): The moderating effects of control on the organizational politics perceptions – work outcomes relationships. Working paper at the University of Illinois, Institute of Labor and Industrial Relations. Urbana-Champaign.
33.
FisseniH.-J. (1990): Lehrbuch der psychologischen Diagnostik. Göttingen: Hogrefe.
34.
FreimuthJ. (1987): Theater im Unternehmen: Ein Weg zur Reflexion des Umganges mit Macht im Management. Organisationsentwicklung6, 2, 29–38.
35.
GandzJ.MurrayV.V. (1980): The experience of workplace politics. Academy of Management Journal23, 2, 237–251.
36.
GardnerW.L.MartinkoM.J. (1988): Impression management in organizations. Journal of Management14, 2, 321–338.
37.
GiacaloneR.A.RosenfeldP. (1989) (Ed.): Impression management in the organization. Hillsdale: Lawrence Erlbaum.
GilmoreD.C.FerrisG.R. (1989): The politics of the employment interview. In: EderR.W.FerrisG.R. (Ed.) The employment interview: Theory, research, and practice. Newbury Park: Sage. p. 195–203.
40.
GlaslF. (1992): Konfliktmanagement. Ein Handbuch zur Diagnose und Behandlung von Konflikten für Organisationen und ihre Berater. Organisationsentwicklung in der Praxis Band 2. Bern: Haupt. (3. Auflage).
41.
HarrisT.A.HarrisA. (1985): Einmal O.K. – Immer O.K.Transaktionsanalyse für den Alltag. Reinbek: Rowohlt.
42.
HicksonD.J.HiningsC.R.LeeC.A.SchneckR.E.PenningsJ.M. (1971): A strategic contingencies' theory of intraorganizational power. Administrative Science Quarterly16, 2, 216–229.
HohlE.K.KnickerT. (1987): Die Führungskraft als Spielmacher. Harvard Manager3, 83–90.
45.
KacmarK.M.FerrisG.R. (1991): Perceptions of organizational politics scale (POPS): Development and construct validation. Educational and Psychological Measurement51, 1, 193–205.
46.
KacmarK.M.FerrisG.R. (1993): Politics at work: Sharpening the focus of political behavior in organizations. Business Horizons36, 4, 70–74.
47.
KeysB.CaseT.MillerT.CurranK.E.JonesC. (1987): Lateral influence tactics in organizations. International Journal of Management4, 3, 425–437.
48.
KipnisD.SchmidtS.M. (1983): An influence perspective on bargaining within organizations. In: BazermanM.H.LewickiR.J. (Ed.) Negotiating in organizations. Beverly Hills: Sage. p. 303–319.
49.
KipnisD.SchmidtS.M. (1988): Upward-influence styles: Relationship with performance evaluation, salary, and stress. Administrative Science Quarterly33, 4, 528–542.
50.
KipnisD.SchmidtS.M.WilkinsonI. (1980): Intraorganizational influence tactics: Explorations in getting one's way. Journal of Applied Psychology65, 4, 440–452.
51.
KipnisD.SchmidtS.M.Braxton-BrownG. (1990): The hidden costs of persistence. In: CodyM.J.McLaughlinM.L. (Ed.) The psychology of tactical communication. Clevedon: Multilingual Matters. p. 160–172.
52.
KitzmillerM.H. (1991): Bases of power: Developing the group's potential. In: PfeifferJ.W. (Ed.) The 1991 annual: Developing human resources. San Diego: University Associates. p. 43–50.
53.
KrapfB. (1992): Moderation und Macht. überlegungen zur Bedeutung der Macht in der Beratung. Gruppendynamik23, 3, 237–253.
54.
LawlerE.J.YoungsG.A. (1975): Coalition formation: An integrative model. Sociometry38, 1, 1–17.
55.
LeeB. (1987): Towards an ‘appropriate theory’ of organisational politics. Management Education and Development18, 4, 315–329.
56.
LewickiR.J.WeissS.E.LewinD. (1992): Models of conflict, negotiation and third party intervention: A review and synthesis. Journal of Organizational Behavior13, 3, 209–252.
57.
LeymannH. (1993a): Mobbing. Psychoterror am Arbeitsplatz und wie man sich dagegen wehren kann. Reinbek: Rowohlt.
58.
LeymannH. (1993b): Ätiologie und Häufigkeit von Mobbing am Arbeitsplatz – eine übersicht über die bisherige Forschung. Zeitschrift für Personalforschung7, 2, 271–285.
59.
LienertG.A. (1989): Testaufbau und Testanalyse. München: Psychologie-Verlags-Union. (4. Auflage).
60.
LittlepageG.E.Van HeinJ.L.CohenK.M.JaniecL.L. (1993): Evaluation and comparison of three instruments designed to measure organizational power and influence tactics. Journal of Applied Social Psychology23, 2, 107–125.
61.
MartocchioJ.J.FerrisG.R. (1991): Performance evaluation in high technology firms: A political perspective. Journal of High Technology Management Research2, 1, 83–97.
62.
MurnighanK. (1986): Organizational coalitions: Structural contingencies and the formation process. In: LewickiR.J.SheppardB.H.BazermanM.H. (Ed.) Research on negotiation in organizations. A biannual research series. Greenwich: JAI Press. p. 155–173.
63.
NeubergerO. (1988): Spiele in Organisationen, Organisationen als Spiele. In: KüpperW.OrtmannG. (Ed.) Mikropolitik. Rationalität, Macht und Spiele in Organisationen. Opladen: Westdeutscher Verlag. p. 53–86.
64.
NeubergerO. (1989a): Personalpraxis im Spannungsfeld von Objektivität, Intersubjektivität und Subjektivität. Zeitschrift für Personalforschung4, 1, 21–36.
65.
NeubergerO. (1989b): Mikropolitik als Gegenstand der Personalentwicklung. Zeitschrift für Arbeits- und Organisationspsychologie33, 1, 40–46.
66.
NeubergerO. (1990): Führen und geführt werden. Basistexte Personalwesen Band 3. Stuttgart: Enke. (3. Auflage).
67.
NeubergerO. (1991): Personalentwicklung. Basistexte Personalwesen Band 2. Stuttgart: Enke.
68.
NeubergerO. (1993): Das Nullfehler-Ziel – ein Nullfehler-Spiel. Total Quality Management als mikropolitische Arena. Augsburger Beiträge zu Organisationspsychologie und Personalwesen Heft 16.
69.
NunnallyJ.C. (1967): Psychometric theory. New York: McGraw-Hill.
70.
NyeL.G.WittL.A. (1992): Dimensionality and construct validity of the Perceptions of Organizational Politics Scale (POPS). Report DOT/FAA/AM-92/10 at the Civil Aeromedical Institute of the Federal Aviation Administration. Oklahoma City.
71.
PodsakoffP. M.SchriesheimC.A. (1985): Field studies of French and Raven's bases of power: Critique, reanalysis, and suggestions for future research. Psychological Bulletin97, 3, 387–411.
72.
PoppM. (1988): Machtprozesse in sozialen Interaktionen. Eine theoretische und experimentelle Untersuchung zu Koalitionsverhandlungen unter Berücksichtigung von Motivation und interpersonaler Wahrnehmung. Frankfurt a.M.: Lang.
73.
RüttingerR.KruppaR. (1988): übungen zur Transaktionsanalyse. Praxis der Transaktionsanalyse in Beruf und Organisationen. Hamburg: Windmühle.
74.
SalancikG.R.PfefferJ. (1977): Who gets power – and how they hold onto it: A strategic-contingency model of power. Organizational Dynamics5, 40–63.
75.
SchilitW.K. (1986): An examination of individual differences as moderators of upward influence activity in strategic decisions. Human Relations39, 10, 933–953.
76.
SchilitW.K. (1987): Upward influence activity in strategic decision making. An examination of organizational differences. Group & Organization Studies12, 3, 343–368.
77.
SchilitW.K. (1990): A comparative analysis of strategic decisions. Journal of Management Studies27, 5, 363–389.
78.
SchilitW.K.LockeE.A. (1982): A study of upward influence in organizations. Administrative Science Quarterly27, 2, 304–316.
79.
SchmidtR. (1989): Richtig miteinander reden. Transaktionsanalyse im Alltag. Landsberg: mvg.
80.
SchmidtS.M.YehR.-S. (1992): The structure of leader influence. A cross-national comparison. Journal of Cross-Cultural Psychology23, 2, 251–264.
81.
SchriesheimC.A.HinkinT.R. (1990): Influence tactics used by subordinates: A theoretical and empirical analysis and refinement of the Kipnis, Schmidt, and Wilkinson subscales. Journal of Applied Psychology75, 3, 246–257.
82.
SchriesheimC.A.HinkinT.R.PodsakoffP.M. (1991): Can ipsative and single-item measures produce erroneous results in field studies of French and Raven's (1959) five bases of power? An empirical investigation. Journal of Applied Psychology76, 1, 106–114.
83.
SchützA. (1992): Selbstdarstellung von Politikern. Analyse von Wahlkampfauftritten. Weinheim: Deutscher Studien Verlag.
84.
SeibtN. (1993): Konflikte, Macht und Mut. Bericht über ein Management-Trainingsprogramm. Organisationsentwicklung12, 4, 46–53.
85.
StevensonW.B.PearceJ.L.PorterL.W. (1985): The concept of “coalition” in organization theory and research. Academy of Management Review10, 2, 256–268.
86.
TedeschiJ.T.MelburgV. (1984): Impression management and influence in the organization. In: BacharachS.B.LawlerE.J. (Ed.) Research in the sociology of organizations. A research annual. Greenwich: JAI Press. p. 31–58.
87.
TepperB.J. (1993): Patterns of downward influence and follower conformity in transactional and transformational leadership. In: MooreD.P. (Ed.) Best papers proceedings. Academy of Management. Fifty-third annual meeting of the Academy of Management, Atlanta, Georgia. p. 267–271.
88.
TosiH. (1992): The environment/organization/person contingency model: A meso approach to the study of organizations. Greenwich: JAI Press.
89.
VeigaJ.F.YanouzasJ.N. (1980): Power and affiliation: A role play. In: PfeifferJ.W.JonesJ.E. (Ed.) The 1980 handbook for group facilitators. San Diego: University Associates. p. 54–59.
90.
WenderA. (1983): Entscheidungsspiele in Politik, Verwaltung und Wirtschaft. Opladen: Westdeutscher Verlag.
91.
WittL.A. (1992): Organizational politics, participation in decision-making, and job satisfaction. Report DOT/FAA/AM-92/17 at the Civil Aeromedical Institute of the Federal Aviation Administration. Oklahoma City.
92.
WittL.A.HiltonT.F.HellmanC.M. (1993): Management influences on perceived safety conditions. Working paper at the Civil Aeromedical Institute of the Federal Aviation Administration. Oklahoma City.
93.
WundererR.WeiblerJ. (1992): Vertikale und laterale Einflußstrategien: Zur Replikation und Kritik des “Profiles of Organizational Influence Strategies (POIS)” und seiner konzeptionellen Weiterführung. Zeitschrift für Personalforschung6, 4, 515–534.
94.
YuklG. (1981): Leadership in organizations. Englewood Cliffs: Prentice-Hall.
95.
YuklG. (1990): Skills for managers and leaders. Text, cases, and exercises. Englewood Cliffs: Prentice-Hall.
96.
YuklG.FalbeC.M. (1990): Influence tactics and objectives in upward, downward, and lateral influence attempts. Journal of Applied Psychology75, 2, 132–140.
97.
YuklG.TraceyJ.B. (1992): Consequences of influence tactics used with subordinates, peers, and the boss. Journal of Applied Psychology77, 4, 525–535.
98.
YuklG.LepsingerR.LuciaT. (1992): Preliminary report on the development and validation of the Influence Behavior Questionnaire. In: ClarkK.E.ClarkM.B.CampbellD.P. (Ed.) Impact of leadership. Greensboro: Center for Creative Leadership. p. 417–427.
99.
YuklG.FalbeC.M.YounJ.Y. (1993): Patterns of influence behavior for managers. Group & Organization Management18, 1, 5–28.
100.
ZahraS.A.ChampagneP.J. (1984): An empirical examination of the correlates of perceptions of company politics. Southern Business Review10, 2, 48–58.
