Organizational behavior theory has conceived a model premising that a correlation exists between an identifiable set of factors and how individuals behave in their work environments. One of these factors is organizational power/politics. Recently, a significant shift in work structures has transpired. Traditionally, work was concentrated in formal, structured, hierarchical constructs. Today, however, the trend is a movement towards less formalized, unstructured work environments. One of these environments is a construct called a virtual organization. This study focused on gaining insight into how the organizational behavioral dynamic of power/politics may differ across traditional and virtual organizational structures, thus causing different behavioral perceptions in those individuals working within the organization. It explored this concept both from a theoretical viewpoint and in a research study using executives with experience in both organizational constructs. It concluded that a potential relationship between components of organizational structure and the way the power/politic dynamic is exhibited and perceived does exist. However, although current theory and literature would lead to an expectation that the political experience would be more positively perceived in formal structures, this study found an indication that the political experience is perceived more positively in virtual structures.
|Adviser||Joseph Le Vesque|
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