institutions impose greater costs with time. These costs cannot mount indefinitely: Eventually they grow so large that the organization is reformed by internal forces (management recognizes a need to change) or external forces (political intervention or competition forces change). In the worst case, the water

by exploring a unique form of employee volunteerism identified as intra-organizational, or employer-sanctioned volunteerism, and uniting the heretofore distinct charity support and organizational citizenship behavior literatures. Results of a preliminary study revealed that employee participation

rounds of financing, despite evidence that expected returns are declining over rounds. Intraorganizational politics, as well as coercive and normative pressures from co-investors and limited partners, may influence the decisions to continue or terminate investments, regardless of the expected returns

In recent decades organizational politics (OP) has become a growing field of interest in managerial studies. To date, the major scholarly effort has been dedicated to the exploration of intraorganizational politics based on employees ’ perceptions. However, one of the important aspects

of intraorganizational relations in which power play and politics is normal. In any organization, we look up to people/human resources for support. This accounts for the inevitability of organizational politics and power play. An understanding of organizational politics requires an analysis of power, coalitions

This paper examines the political processes surrounding the development and demise of an ambitious, yet short-lived, policy-based learning initiative, a university for the UK National Health Service. Using a Weberian framework of political action, we explore the impact of intra-organizational

This article examines the political processes surrounding the development and demise of an ambitious, yet short-lived, policy-based learning initiative, namely a university for the UK National Health Service. Using a Weberian framework of political action, we explore the impact of intra-organizational

of teachers and students to classrooms. Focusing on the intraorganizational political power of experienced teachers, our analysis of survey and administrative data from a large urban district suggests that more experienced teachers have more influence over which students are assigned to their classrooms. By a

how power relations, tensions, and position-taking shape the arguments and choices made by NGOs producing images of suffering and development. I focus on two arenas of struggle about how to visualize solidarity: (a) intra-organizational politics -specifically tensions within NGOs between fundraising

of POPs can be controlled and reduced when trust and social support dominate the intra-organizational climate. Theoretical and prac-tical implications of the findings, as well as recommendations for future studies, are suggested.jasp_683 2829..2861 Since the 1990s, perceptions of organizational politics