Please use this identifier to cite or link to this item: https://ir.iimcal.ac.in:8443/jspui/handle/123456789/818
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dc.contributor.authorGoel, Abhishek
dc.contributor.authorGupta, Amit
dc.contributor.authorBande-Vilela, Belen
dc.date.accessioned2021-08-26T05:47:36Z-
dc.date.available2021-08-26T05:47:36Z-
dc.date.issued2014
dc.identifier.urihttp://comum.rcaap.pt/bitstream/10400.26/22384/1/4.%20Swiatkiewicz_Perlo_Perlo%20%282014%29.%20Workers%27%20skills.pdf#page=418
dc.identifier.urihttps://ir.iimcal.ac.in:8443/jspui/handle/123456789/818-
dc.descriptionAbhishek Goel, Department of Behavioural Sciences, Indian Institute of Management Calcutta, Kolkata; Amit Gupta, Indian Institute of Management Calcutta, Kolkata; Belen Bande-Vilela, University of Santiago des Compostella, Spain
dc.descriptionISSN/ISBN - 978-0-9817997-3-5
dc.descriptionpp.418-427
dc.description.abstractOrganizational cynicism has been found to an impediment in making successful change efforts in the organization. Perception of organizational politics (POPS) has been posited to be linked to cynicism but empirical proof is limited. This paper conceptualizes and tests a path model to counter cynicism. Empowerment is hypothesized to reduce cynicism which in turn would influence POPS. These would together result in higher satisfaction with work and manager. Interpersonal interactions moderated the relationship between cynicism and POPS. Structural equation modeling was used to test data collected from 340 participants in IT Service industry. Design involved control for various conditions. Implications for theory and practice improvements have emerged.
dc.publisherAR-IIMC
dc.publisherISSWOV- In the book Values in Shock The role of contrasting management, economic, and religious paradigms in the workplace
dc.publisherShreveport
dc.titleIt's all in interpersonal interactions: Empowerment, organizational cynicism and perception of organizational politics
dc.typeBook Chapter
Appears in Collections:Organizational Behavior

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