Document Type : Research Paper

Authors

1 Associate Professor, Public Administration Department, Faculty of Management and Accounting, Allameh Tabataba’i University Tehran

2 MA, Business Management, Faculty of Management and Accounting, Allameh Tabataba’i University (Corresponding Author: Email: ghadirshakiba@gmail.com)

3 Ph.D. Student, Business Strategy, Faculty of Management, University of Tehran

Abstract

 
Formation of strategic collaboration is process influenced by the political behavior because of the multiplicity of stakeholders and political action among them. This study aims to investigate the political foundation of decision making by focusing on the role of political skill and political environment on political behavior. To achieve this goal, the data is gathered based on random sampling of 68 market-based strategic collaborations between start-ups across the country. The impact of political skill and political environment is analyzed in political behavior related to decision-making with intermediate role of social capital and moderating role of political will. The findings of research indicates how political elements interact to each other in order to influence in social decision-making which is rooted in the origins of decision theory and the social influence theory. Political skills leads to positive political behavior in decision-making associated with the formation of strategic collaboration directly and through the creation of social capital while the political environment provides political bed-destructive behavior. In addition, actual results confirm moderating role of political will on the political skills in direct contact with the political behavior.
F

Keywords

 

 

حسن‌زاده، تورج.، حسن‌زاده، محمدصادق.، و سراجیان، نکیسا. (1393). تبیین رابطه بین سرمایه فکری و بهره‌وری دانش. فصلنامه مطالعات مدیریت فناوری اطلاعات، دوره 3، شماره 10، 39 تا 58.
Ahearn, K. K., Ferris, G. R., Hochwarter, W. A., Douglas, C., & Ammeter, A. P. (2004). Leader political skill and team performance. Journal of Management, 30(3), 309-327.
Ahuja, G. (2000). The duality of collaboration: inducements and opportunities in the formation of interfirm linkages. Strategic Management Journal, 21(3), 317-343.
Bing, M. N., Davison, H. K., Minor, I., Novicevic, M. M., & Frink, D. D. (2011). The prediction of task and contextual performance by political skill: A meta-analysis and moderator test. Journal of Vocational Behavior, 79(2), 563-577.
Brass, D. J. (2001). Social Capital and Organizational Leadership. In S. J. Zaccaro, & R. J. Klimoski (Eds.), The Nature of Organizational Leadership (pp. 132–152). San Francisco: Jossey-Bass.
Buchanan, D.A., & Badham, R. (2008). Power, Politics, and Organizational Change: Winning the Turf Game. 2nd ed. UK: Sage.
Butler, C. J. (2010). Internal and lateral communication in strategic alliance decision making. Management Decision, 48(5), 698-712.
Cullen, K. L., Gerbasi, A., & Chrobot-Mason, D. (2015). Thriving in central network positions: The role of political skill. Journal of Management, 0149206315571154.
Cyert, R. M., & March, J. G. (1963). A Behavioral Theory of the Firm, NJ: Prentice Hall.
Dacin, M. T., Oliver, C., & Roy, J. P. (2007). The legitimacy of strategic alliances: An institutional perspective. Strategic Management Journal, 28(2), 169-187.
Das, T. K., & Teng, B. S. (2001). A risk perception model of alliance structuring. Journal of International Management, 7(1), 1-29.
Doldor, E. (2017). From politically naïve to politically mature: conceptualizing leaders’ political maturation journey. British Journal of Management, 10.1111/1467-8551.12219.
Doldor, E., Anderson, D., & Vinnicombe, S. (2013). Refining the concept of political will: A gender perspective. British Journal of Management, 24(3), 414-427.
Douglas, C., Ferris, G. R., & Perrewé, P. L. (2005). Leader Political Skill and Authentic Leadership. In W. L. Gardner, B. J. Avolio, & F. O. Walumbwa (Eds.), Authentic Leadership: Origins, Development, and Effects, 3. (pp. 139-154). UK: Elsevier Science.
Ellen, B. P., Ferris, G. R., & Buckley, M. R. (2013). Leader political support: Reconsidering leader political behavior. The Leadership Quarterly, 24(6), 842-857.
Ferris, G. R., Adams, G., Kolodinsky, R. W., Hochwarter, W. A., & Ammeter, A. P. (2002). Perceptions of Organizational Politics: Theory and Research Directions. In F.J. Yammarino, & F. Dansereau (Eds.), Research in Multi-Level Issues: The Many Faces of Multi-Level Issues, 1. (pp. 179–254). UK: JAI Press/Elsevier Science.
Ferris, G. R., Perrewé, P. L., Daniels, S. R., Lawong, D., & Holmes, J. J. (2017). Social influence and politics in organizational research what we know and what we need to know. Journal of Leadership & Organizational Studies, 24(1), 5-19.
Ferris, G. R., Treadway, D. C., Brouer, R. L., & Munyon, T. P. (2012). Political Skill in the Organizational Sciences. In G. R. Ferris, & D. C. Treadway (Eds.), Politics in Organizations: Theory and Research Considerations (pp. 487–528). New York: Routledge/Taylor and Francis.
Ferris, G. R., Treadway, D. C., Perrewé, P. L., Brouer, R. L., Douglas, C., & Lux, S. (2007). Political skill in organizations. Journal of Management, 33(3), 290-320.
Ferris, G. R., Zinko, R., Brouer, R. L., Buckley, M. R., & Harvey, M. G. (2007). Strategic bullying as a supplementary, balanced perspective on destructive leadership. The Leadership Quarterly, 18(3), 195-206.
Gomes, E., Barnes, B. R., & Mahmood, T. (2016). A 22 year review of strategic alliance research in the leading management journals. International Business Review, 25(1), 15-27.
Gudergan, S. P., Devinney, T., Richter, N. F., & Ellis, R. S. (2012). Strategic implications for (non-equity) alliance performance. Long Range Planning, 45(5), 451-476.
Heimeriks, K. H., & Duysters, G. (2007). Alliance capability as a mediator between experience and alliance performance: An empirical investigation into the alliance capability development process. Journal of Management Studies, 44(1), 25-49.
Hekman, D. R., Steensma, H. K., Bigley, G. A., & Hereford, J. F. (2009). Effects of organizational and professional identification on the relationship between administrators’ social influence and professional employees’ adoption of new work behavior. Journal of Applied Psychology, 94(5), 1325-1335.
Hogan, R., & Blickle, G. (2013). Socio-analytic Theory. In N. D. Christiansen & R. P. Tett (Eds.), Handbook of Personality at Work (pp. 53-70). New York: Routledge.
Hongseok, O., Labianca, G., & Chung, M. H. (2006). A multilevel model of group social capital. Academy of Management Review, 31(3), 569-582.
Jalali, S. H. (2017). Partner capabilities and alliance time frame: An analysis of international strategic alliances from the CEE. Journal of Entrepreneurship, Management and Innovation, 13(2), 59-75.
Kacmar, K. M., Andrews, M. C., Harris, K. J., & Tepper, B. J. (2013). Ethical leadership and subordinate outcomes: The mediating role of organizational politics and the moderating role of political skill. Journal of Business Ethics, 115(1), 33-44.
Kapoutsis, I., Papalexandris, A., & Thanos, I. C. (2016). Hard, soft or ambidextrous? Which influence style promotes managers’ task performance and the role of political skill. The International Journal of Human Resource Management, 09585192.2016.1233447.
Kapoutsis, I., Papalexandris, A., Treadway, D. C., & Bentley, J. (2017). Measuring political will in organizations theoretical construct development and empirical validation. Journal of Management, 43(7), 2252-2280.
Kimura, T. (2015). A review of political skill: Current research trend and directions for future research. International Journal of Management Reviews, 17(3), 312-332.
Kolodinsky, R. W., Treadway, D. C., & Ferris, G. R. (2007). Political skill and influence effectiveness: Testing portions of an expanded Ferris and Judge (1991) model. Human Relations, 60(12), 1747-1777.
Kwon, S. W., & Adler, P. S. (2014). Social capital: Maturation of a field of research. Academy of Management Review, 39(4), 412-422.
Lin, N. (2001). Social Capital: A Theory of Social Structure and Action. New York: Cambridge University Press.
March, J. G., & Simon, H. A. (1958). Organizations. New York: John Wiley.
McAllister, C. P., Ellen III, B. P., & Ferris, G. R. (2016). Social influence opportunity recognition, evaluation, and capitalization: Increased theoretical specification through political skill’s dimensional dynamics. Journal of Management, 0149206316633747.
Meurs, J. A., Gallagher, V. C., & Perrewé, P. L. (2010). The role of political skill in the stressor–outcome relationship: Differential predictions for self-and other-reports of political skill. Journal of Vocational Behavior, 76(3), 520-533.
Mindruta, D., Moeen, M., & Agarwal, R. (2016). A two‐sided matching approach for partner selection and assessing complementarities in partners' attributes in inter‐firm alliances. Strategic Management Journal, 37(1), 206-231.
Mintzberg, H. (1985). The organization as political arena. Journal of Management Studies, 22(2), 133-154.
Mintzberg, H. (1983). Power In and Around Organizations. NJ: Prentice-Hall.
Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23(2), 242-266.
Nielsen, B. B. (2007). Determining international strategic alliance performance: A multidimensional approach. International Business Review, 16(3), 337-361.
Pfeffer, J. (2010). Power play. Harvard Business Review, July-August: 84-92.
Salin, D. (2003). Bullying and organizational politics in competitive and rapidly changing work environments. International Journal of Management and Decision Making, 4(1), 35-46.
Shaughnessy, B. A., Treadway, D. C., Breland, J. A., Williams, L. V., & Brouer, R. L. (2011). Influence and promotability: The importance of female political skill. Journal of Managerial Psychology, 26(7), 584-603.
Shi, J., Johnson, R. E., Liu, Y., & Wang, M. (2013). Linking subordinate political skill to supervisor dependence and reward recommendations: a moderated mediation model. Journal of Applied Psychology, 98(2), 374-384.
Treadway, D.C., Breland, J.W., Williams, L.M., Cho, J., Yang, J., & Ferris, G.R. (2013). Social influence and interpersonal power in organizations: Roles of performance and political skill in two studies. Journal of Management, 39(6), 1529-1553.
Treadway, D. C., Hochwarter, W. A., Kacmar, C. J., & Ferris, G. R. (2005). Political will, political skill, and political behavior. Journal of Organizational Behavior, 26(3), 229-245.
Treadway, D.C. (2012). Political Will in Organizations. In G. R. Ferris & D. C. Treadway (Eds.), Politics in Organizations: Theory and Research Considerations (pp. 531-556). New York: Routledge, Taylor & Francis Group.
Walter, J., Kellermanns, F. W., & Lechner, C. (2012). Decision making within and between organizations: Rationality, politics, and alliance performance. Journal of Management, 38(5), 1582-1610.
Walter, J., Lechner, C., & Kellermanns, F. W. (2008). Disentangling alliance management processes: decision making, politicality, and alliance performance. Journal of Management Studies, 45(3), 530-560.
Zhao, F. (2014). A holistic and integrated approach to theorizing strategic alliances of small and medium-sized enterprises. Business Process Management Journal, 20(6), 887-905.