Coercive Organizational Politics and Organizational Outcomes: An Interpretive Study
通过参与观察、定性访谈和认知映射，研究组织成员在形成新战略过程中如何解读强制性组织政治，发现其损害士气、与绩效低下相关，并作为负反馈控制机制，且政治活动水平存在悖论。
This study tried to understand how the members of an organization interpreted, in their enacted cognitive schema, the events and processes they enacted during their formation of a new strategy. Participant observation, qualitative interviewing, and cognitive mapping identified many important organizational processes. Among these were pervasive coercive organizational politics, which was retained as an interesting element of the organization's rich cognitive schema. Organization members interpreted politics as being deleterious to morale, as indirectly related to inferior organizational performance outcomes, and as a source of organizational control in the form of negative feedback loops. They also interpreted politics in a paradoxical way—greater levels of political activity led to lower levels of political activity.