Comportamiento Organizacional

^'B asado en T. C. K rdl, M. E. Mendenhall y J . Sendry, "Doing R esearch In the C onceptual Morass of O rganizational Politics'', ponencia p resen tad a en la Conferencla de la W estern Academy of Management, Hollywood, CA, abrll de 1987. ^ ^ é a s e , por ejemplo, G. B lberm an, "Personality a n d C haracteristic Work A ttitudes of Persons w ith High, Moderate, and Low Political Tendencies", Psychological Reports, octubre de 1985, pp. 1303-10; y G. R. Ferris, G. S. R u ss y P.M. F andt, "Politics in O rganizations“ en R. A. Glacalone y P. Rosenfeld (eds.). Impression Management lii Üie Organization, (Hillsdale, NJ: Liiwrence E rlbaum Associates. 1989), pp. 155-56. ^^Farrell y Petersen, "Patterns of Political Behavior", p. 408. C. Goh y A. R. Doucet, "Antecedent S ituational Conditions of O rganizational Politics: An Emplj leal Investigation“, ponencia p resen tad a en la Conferencia Anual de la Adm inistrative Sciences Association of C anada. Wiilstler, B. C ., mayo de 1986; y C. Hardy. "The Contribution of Political Science to O rganizational Behavior", en J. W. Lorsch (ed.), Handbook q f Organiza­ tional liehaoior, (Englewood CliiTs, NJ: lYentlce Hall, 1987), p. 103. ^ ^ e a s e , por ejemplo, Farrell y P etersen. "Patterns of Political Behavior", p. 409; P. M. Fandl y G. R. Ferris, “The M anagem ent of Information a n d im pressions: When Employees Behave Opportunistically", Organizational B ehaviorand Human Decision Processes, febrero de 1990, pp. 140-58; y Ferris. Russ, y Fandt, "Politics In O rganizations", p. 147. ^*^M. R. Leary y R. M. Kowalski. "Impression M anagement: A L iterature Review and Two-ComponenI Model", Psyc/iofogicaf enero de 1990, pp. 34-47. p. 34. ^^/éase, por ejemplo, B. R. Schlenker, Impression Management; The Self-Concept, Social Identity, an d Interpersonal Relations, (Monterey, CA: B rooks/Cole, 1980); W. L. G ardner y M. J . Martlnko, “Im pression M anagem ent in O rganizations". Journal o f Management, Junlo de 1988, pp. 321-38; D. C. Gilmore y G. R. Ferris, "The Effects of Applicant Im pression M anagem ent Tactics on Interviewer Judgm ents", Jo u n ia/ q f Management, diciembre de 1989, pp. 557-64; Leary an d Kowalski, "Impression Management: A L iterature Review a n d Two-Com- ponont Model", pp. 34-47; S. J . Wayne yK. M. Kacmar, "The EiTects of Im pression M anagem ent on the Performance Appraisal Process", Organlzationai Behavior an d Human Decision Proces­ ses, febrero de 1991, pp. 70-88; y E. W. Morrison y R. J . Bles, "Impression M anagem ent In th e Feedback-Seeking Process: A Literature Review and Research Agenda", A cadem y q f Management Review, Julio de 1991. pp. 522-41. M. Snyder y J. Copeland. “Self Monitoring Processes In O rganizational Settings'*, en G lacalone y Rosenfeld, Impression Management i/i the Organization, p. 11. “*°Learyy Kowalski, "Impression Management", p. 40. ^^Gardner y Miu tinko, "Impression M anagem ent in O rganizations", p. 333. "'^R. A. Biiron, "Impression M anagem ent by Applicants D uring Employment Interviews: The "Too Much of a Good Thing’ Effect", en R. W. Eder y G. R. F erris (eds.), Tfic Employment Inten'leuy. Theonj, Research, and Practice, (Newbury Park, CA: Sage Publishers, 1989), pp. 204-15. ‘*^Ferrls, Russ y Fandt, "Politics In Organizations". "'‘’Baron, “im pression M anagem ent by Applicants During Employment Interviews"; y GUmore y F en is, "The Effects of Applicant Im pression M anagem ent Tactics on Interviewer Judgm ents". ^^GUmore y Ferris, "The EiTects of Applicant Impression M anagem ent Tactics on Interviewer Judgem ents". “*®K. M. Kacmar, J . E. Kelery y G. R. Ferris, "Effectiveness of th e Use of Impression M anagem ent Tactics by Applicants on Employment Interview Outcomes", en D. F. I ^ y (ed.). ProceedUigs o f the Sk>uthen\ Management Association, (Orlando, FL: 1990), pp. 351-53. ^^Esta sección está b asad a e n B.E. A shforth y R. T. Lee, “Defensive Behavior In O rganizations: A Prelim inary Model“, fiuf?ian Relations, Jullo de 1990, pp. 621-48. “'V é a s e , por ejemplo, M. A. Rahim. “Relationships of Leader Power to Compliance and Satisfaction w ith Supervision: Evidence from a National Sample of Managers", Journal q f Management, diciembre de 1989, pp. 545-56. ‘'®J. G. Bachm an, D. F. Bowers y P. M. Marcus, "Bases of Supervisory Power: A Comparative S tudy In Five Organlzationai Settings", en A. S. T ann enb aum (ed.), Control £n Organizations. (Nueva York: McGraw-Hill, 1968), p. 236. S tud en t. “Suj>ervlsory Influence and Work-Group Performance", Journal oJApplied Psychology, }un\o do 1968, pp. 188-94.