dinamica social libro

480 CAPÍTULO 14 Poder y política
Organizational Behavior & Human Decision Processes, mayo de
2004, pp. 1-14; y Kacmar, Bozeman, Carlson y Anthony, “An
Examination of the Perceptions of Organizational Politics
Model”.
47. Kacmar, Bozeman, Carlson y Anthony, “An Examination of the
Perceptions of Organizational Politics Model”, p. 389.
48. Ibid., p. 409.
49. B. E. Ashforth y R. T. Lee, “Defensive Behavior in Organizations:
A Preliminary Model”, Human Relations, julio de 1990, pp. 621-
648.
50. M. Valle y P. L. Perrewe, “Do Politics Perceptions Relate to
Political Behaviors? Test of an Implicit Assumption and
Expanded Model”, Human Relations, marzo de 2000, pp. 359-
386.
51. Ver T. Romm y A. Drory, “Political Behavior in Organizations: A
Cross-Cultural Comparison”, International Journal of Value Based
Management 1 (1988), pp. 97-113; y E. Vigoda, “Reactions to
Organizational Politics: A Cross-Cultural Examination in Israel
and Britain”, Human Relations, noviembre de 2001, pp. 1483 y
1518.
52. E. Vigoda, “Reactions to Organizational Politics”, p. 1512.
53. Ibid., p. 1510.
54. M. R. Leary y R. M. Kowalski, “Impression Management: A
Literature Review and Two-Component Model”, Psychological
Bulletin, enero de 1990, pp. 34-47.
55. Ibid, p. 34.
56. Ver, por ejemplo, B. R. Schlenker, Impression Management: The
Self-Concept, Social Identity, and Interpersonal Relations, (Monterey,
CA: Brooks/Cole, 1980); W. L. Gardner y M. J. Martinko,
“Impression Management in Organizations”, Journal of
Management, junio de 1988, pp. 321-338; D. P. Bozeman y K. M.
Kacmar, “A Cybernetic Model of Impression Management in
Organizations”, Organizational Behavior and Human Decision
Processes, enero 1997, pp. 9-30; M.C. Bolino y W. H. Turnley,
“More Than One Way to Make an Impression: Exploring
Profiles of Impression Management”, Journal of Management 29,
no. 2 (2003), pp. 141-160; S. Zivnuska, K. M. Kacmar, L. A. Witt,
D. S. Carlson, y V. K. Bratton, “Interactive Effects of Impression
Management and Organizational Politics on Job Performance”,
Journal of Organizational Behavior, agosto de 2004, pp. 627-640; y
W.-C. Tsai, C.-C. Chen, y S.-F. Chiu, “Exploring Boundaries of
the Effects of Applicant Impression Management Tactics in Job
Interviews”, Journal of Management, febrero de 2005, pp. 108-
125.
57. M. Snyder y J. Copeland, “Self-monitoring Processes in
Organizational Settings”, en Giacalone y Rosenfeld (eds.),
Impression Management in the Organization (Hillsdale, NJ;
Lawrence Erlbaum, 1989), p. 11; A. Montagliani y R. A.
Giacalone, “Impression Management and Cross-Cultural Adap -
tation”, Journal of social Psychology, octubre de 1998, pp. 598-608;
y W. H. Turnley y M. C. Bolino, “Achieved Desired Images While
Avoiding Undesired Images Exploring the Role of Self-
Monitoring in Impression Management”, Journal of Applied
Psychology, abril de 2001, pp. 351-360.
58. Leary y Kowalski, “Impression Management”, p. 40
59. Gardner y Martinko, “Impression Management in Orga -
nizations”, p. 333.
60. R. A. baron, “Impression Management by Applicants During
Employment Interviews: The ‘Too Much of a Good Thing’
Effect”, en R. W. Eder y G. R. Ferris (eds.), The Employment
Interview: Theory, Research, and Practice (Newsbury Park, CA: Sage
Publishers, 1989), pp. 204-215.
61. Ferris, Russ, y Fandt, “Politics in Organizations”.
62. A. P. J. Ellis, B. J. West, A. M. Ryan, y R. P. DeShon, “The Use of
Impression Management Tactics in Structural Interviews: A
Function of Question Type?” Journal of Applied Psychology, diciembre
de 2002, pp. 1200-1208.
63. Baron, “Impression Management by Applicants During
Employment Interviews”; D. C. Gilmore y G. R. Ferris, “The
Effects of Applicant Impression Management Tactics on
Interviewer Judgments”, Journal of Management, diciembre de
1989, pp. 557-564; C. K. Stevens y A. L. Kristof, “Making the
Right Impression: A Field Study of Applicant Impression
Management During Job Interviews”, Journal of Applied Psychology
80 (1995), pp. 587-606; y L. A. McFarland, A. M. Ryan, y S. D.
Kriska, “Impression Management Use and Effectiveness Across
Assessment Methods”, Journal of Management 29, no. 5 (2003),
pp. 641-661; y Tsai, Chen, y Chiu, “Exploring Boundaries of the
Effects of Applicant Impression Management Tactics in Job
Interviews.”
64. Gilmore y Ferris, “The Effects of Applicant Impression
Management Tactics on Interviewer Judgments”.
65. Stevens y Kristof, “Making the Right Impression: A Field Study
of Applicant Impression Management During Job Interviews”.
66. C. A. Higgins, T. A. Judge y G. R. Ferris, “Influence Tactics and
Work Outcomes: A Meta-Analysis”, Journal of Organizational
Behavior, marzo de 2003, pp. 89-106.
67. Ibid.
68. J. D. Westphal e I. Stern, “Flattery Will Get You Everywhere
(Especially if You Are a Male Caucasian): How Ingratiation,
Boardroom Behavior, and Demographic Minority Status Affect
Additional Board Appointments of U.S. Companies”, Academy of
Management Journal 50, no. 2 (2007), pp. 267-288.
69. O. J. Labedo, “Perceptions of Organisational Politics: Exa -
mination of the Situational Antecedent and Consequences
Among Nigeria’s Extension Personnel”, Applied Psychology: An
International Review 55, no. 2 (2006), pp. 255-281.
70. P. P. Fu y G. Yukl, “Perceived Effectiveness of Influence Tactics in
the United States and China”, Leadership Quarterly, verano de
2000, pp. 251-266; O. Branzei, “Cultural Explanations of
Individual Preferences for Influence Tactics in Cross-Cultural
Encounters”, International Journal of Cross Cultural Management,
agosto de 2002, pp. 203-218; G. Yukl, P. P. Fu, y R. McDonald,
“Cross-Cultural Differences in Perceived Effectiveness of
Influence Tactics for Initiating or Resisting Change”, Applied
Psychology: An International Review, enero de 2003, pp. 66-82; y P.
P. Fu, T. K. Peng, J. C. Kennedy y G. Yukl, “Examining the
Preferences of Influence Tactics in Chinese Societies: A
Comparison of Chinese Managers in Hong Kong, Taiwan, and
Mainland China”, Organizational Dynamics 33, no. 1 (2004), pp.
32-46.
71. Fu y Yukl, “Perceived Effectiveness of Influence Tactics in the
United States and China.”
72. S. J. Heine, “Making Sense of East Asian Self-Enhancement”,
Journal of Cross-Cultural Psychology, septiembre de 2003, pp.
596-602.
73. J. L. T. Leong, M. H. Bond, y P. P. Fu, “Perceived Effec tiveness of
Influence Strategies in the United States and Three Chinese