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The effect of perceived organisational politics on organisational silence through organisational cynicism: Moderator role of perceived support

Published online by Cambridge University Press:  22 October 2018

Hadi A. AL-Abrrow Open the ORCID record for Hadi A. AL-Abrrow [Opens in a new window]
Hadi A. AL-Abrrow*
Affiliation:
Business Administration Department, University of Basrah, Bab Al-Zubair, Basrah, Iraq
*
*Corresponding author: Email: hadi_967@yahoo.com
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Abstract

This study examines the effect of perceived organisational politics on organisational silence through the mediating role of organisational cynicism. In addition, it tests the effect of perceived support on this relationship. A quantitative (questionnaire survey) design was used to gather data from 346 employees in three public hospitals in Iraq. The structural equation model was used for data analysis. The results demonstrate that all the major hypotheses were accepted, and important role of perceived support in reversing the positive relationship between perceived organisational politics and organisational cynicism was also highlighted. Furthermore, the mediating role was clear in terms of organisational cynicism and the relationship between perceived organisational politics and organisational silence.

Keywords

perceived organisational politicsperceived supportorganisational cynicismorganisational silencepublic hospitals
Type
Research Article
Information
Journal of Management & Organization , Volume 28 , Issue 4 , July 2022 , pp. 754 - 773
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2018

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