Teoria y diseño organizacional

528 Parte 5: Administración de procesos dinámicos
67. Gerald R. Ferris y K. Michele Kacmar, “Perceptions of
Organizational Politics”, Journal of Management 18 (1992),
93-116; Parmod Kumar y Rehana Ghadially, “Organizational
Politics and Its Effects on Members of Organizations”, Human
Relations 42 (1989), 305-314; Donald J. Vredenburgh y John
G.Maurer, “A Process Framework of Organizational Politics”,
Human Relations 37 (1984), 47-66; y Gerald R. Ferris, Dwight
D. Frink, Maria Carmen Galang, Jing Zhou, Michele Kacmar
y Jack L. Howard, “Perceptions of Organizational Politics:
Prediction, Stress-Related Implications, and Outcomes”,
Human Relations 49, núm. 2 (1996), 233-266.
68. Ferris et al., “Perceptions of Organizational Politics: Prediction,
Stress-Related Implications, and Outcomes”; John J. Voyer,
“Coercive Organizational Politics and Organizational Outcomes:
An Interpretive Study”, Organization Science 5, núm. 1 (febrero
de 1994), 72-85; y James W. Dean, Jr. y Mark P. Sharfman,
“Does Decision Process Matter? A Study of Strategic Decision-
Making Effectiveness”, Academy of Management Journal 39,
núm. 2 (1996), 368-396.
69. Jeffrey Pffefer, Managing with Power: Politics and Influence in
Organizations (Boston: Harvard Business School Press, 1992).
70. Amos Drory y Tsilia Romm, “The Definition of Organizational
Politics: A Review”, Human Relations 43 (1990), 1133-1154;
Vredenburgh y Maurer, “A Process Framework of Organizational
Politics”; y Lafe Low, “It’s Politics, As Usual”, CIO
(1 de abril de 2004), 87-90.
71. “Questioning Authority; Mario Moussa Wants You to Win
Your Next Argument” (Mario Moussa entrevistado por Vadim
Liberman); The Conference Board Review (noviembre-diciembre
de 2007), 25-26.
72. Pfeffer, Power in Organizations, 70.
73. Madison et al., “Organizational Politics”; y Jay R.Galbraith,
Organizational Design (Reading, Mass.: Addison-Wesley,
1977).
74. Gantz y Murray, “Experience of Workplace Politics; y Pfeffer,
Power in Organizations.
75. Daniel J. Brass y Marlene E. Buckhardt, “Potential Power
and Power Use: An Investigation of Structure and Behavior”,
Academy of Management Journal 38 (1993), 441-470.
76. Gerald R. Ferris, Darren C. Treadway, Pamela L. Perrewé,
Robyn L. Brouer, Ceasar Douglas y Sean Lux, “Political Skill
in Organizations”, Journal of Management (junio de 2007),
290-320; “Questioning Authority; Mario Moussa Wants
You to Win Your Next Argument”; y Samuel B. Bacharach,
“Politically Proactive”, Fast Company (mayo de 2005), 93.
77. Harvey G. Enns y Dean B. McFarlin, “When Executives
Influence Peers, Does Function Matter?”, Human Resource
Management 4, núm. 2 (verano de 2003), 125-142.
78. Hickson et al., “A Strategic Contingencies Theory”.
79. Pfeffer, Power in Organizations.
80. Robert B. Cialdini, Influence: Science and Practice, 4a. ed.
(Boston: Allyn & Bacon, 2001); R. B. Cialdini, “Harnessing
the Science of Persuasion”, Harvard Business Review (octubre
de 2001), 72-79; Allan R. Cohen y David L. Bradford, “The
Influence Model: Using Reciprocity and Exchange to Get What
You Need”, Journal of Organizational Excellence (invierno de
2005), 57-80; y Jared Sandberg, “People Can’t Resist Doing a
Big Favor – or Asking for One” (columna de Cubicle Culture),
The Wall Street Journal (18 de diciembre de 2007), B1.
81. Ferris et al., “Political Skill in Organizations”; y Pfeffer,
Power in Organizations.
82. V. Dallas Merrell, Huddling: The Informal Way to
Management Success (Nueva York: AMACON, 1979).
83. Ceasar Douglas y Anthony P. Ammeter, “An Examination
of Leader Political Skill and Its Effect on Ratings of Leader
Effectiveness”, The Leadership Quarterly 15 (2004), 537-550.
84. Vredenburgh y Maurer, “A Process Framework of
Organizational Politics”.
85. Pfeffer, Power in Organizations.
86. Ibid.
87. Ibid.
88. Ibid.
89. Damon Darlin, “Using the Web to Get the Boss to Pay
More”, The New York Times (3 de marzo de 2007), C1.
90. Steven R. Weisman, “How Battles at Bank Ended ‘Second
Chance’ at a Career”, The New York Times (18 de mayo de
2007), A14.
91. Kanter, “Power Failure in Management Circuits”; y Pfeffer,
Power in Organizations.
92. Robert R. Blake y Jane S. Mouton, “Overcoming Group
Warfare”, Harvard Business Review (noviembre-diciembre de
1984), 98-108.
93. Blake y Mouton, “Overcoming Group Warfare”; Paul R.
Lawrence y Jay W. Lorsch, “New Management Job: The
Integrator”, Harvard Business Review 45 (noviembre-diciembrede
1967), 142-151.
94. John S. McClenahen, “Culture of Cooperation” (Industry
Week’s Best Plants series: Magee Rieter Automotive
Systems), Industry Week (octubre de 2006), 38.
95. Ibid.
96. Robert R. Blake, Herbert A. Shepard y Jane S. Mouton,
Managing Intergroup Conflict in Industry (Houston: Gulf
Publishing, 1964); y Doug Stewart, “Expand the Pie before
You Divvy It Up”, Smithsonian (noviembre de 1997), 78-90.
97. Patrick S. Nugent, “Managing Conflict: Third-Party
Interventions for Managers”, Academy of Management
Executive 16, núm. 1 (2002), 139-155.
98. Blake y Mouton, “Overcoming Group Warfare”; Schein,
Organizational Psychology; Blake, Shepard y Mouton,
“Managing Intergroup Conflict in Industry”; y Richard E,
Walton, Interpersonal Peacemaking: Confrontation and Third-
Party Consultations (Reading, Mass.: Addison-Wesley, 1969).
99. Neilsen, “Understanding and Managing Intergroup Conflict”;
y McCann y Galbraith, “Interdepartmental Relations”.
100. Ibid.
101. Dean Tjosvold, Valerie Dann y Choy Wong, “Managing
Conflict between Departments and Serve Customers”,
Human Relations 45 (1992), 1035-1054.