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De Clercq, D. & Pereira, R. (2024). Perceived organizational politics, organizational disidentification and counterproductive work behaviour: Moderating role of external crisis threats to work. International Journal of Organizational Analysis. 32 (1), 183-205

D. D. Clercq and R. T. Pereira,  "Perceived organizational politics, organizational disidentification and counterproductive work behaviour: Moderating role of external crisis threats to work", in Int. Journal of Organizational Analysis, vol. 32, no. 1, pp. 183-205, 2024

@article{clercq2024_1721791642156,
	author = "De Clercq, D. and Pereira, R.",
	title = "Perceived organizational politics, organizational disidentification and counterproductive work behaviour: Moderating role of external crisis threats to work",
	journal = "International Journal of Organizational Analysis",
	year = "2024",
	volume = "32",
	number = "1",
	doi = "10.1108/IJOA-10-2022-3442",
	pages = "183-205",
	url = "https://www.emerald.com/insight/content/doi/10.1108/IJOA-10-2022-3442/full/html"
}

TY  - JOUR
TI  - Perceived organizational politics, organizational disidentification and counterproductive work behaviour: Moderating role of external crisis threats to work
T2  - International Journal of Organizational Analysis
VL  - 32
IS  - 1
AU  - De Clercq, D.
AU  - Pereira, R.
PY  - 2024
SP  - 183-205
SN  - 1934-8835
DO  - 10.1108/IJOA-10-2022-3442
UR  - https://www.emerald.com/insight/content/doi/10.1108/IJOA-10-2022-3442/full/html
AB  - Purpose—This research seeks to unpack the relationship between employees’ perceptions of
organizational politics and their counterproductive work behaviour, by postulating a mediating
role of organizational disidentification and a moderating role of perceived external crisis threats
to work.
Design/methodology/approach—The empirical assessment of the hypotheses relies on survey
data collected among employees who work in a large banking organization.
Findings—Perceptions that organizational decision-making is marked by self-serving behaviour
increase the probability that employees seek to cause harm to their employer, because they feel
embarrassed by their organizational membership. This mediating role of organizational
disidentification is especially prominent when they ruminate about the negative impact of
external crises on their work.
Practical implications—This study details an important danger for employees who feel upset
with dysfunctional politics: They psychologically distance themselves from their employer,
which then prompts them to formulate counterproductive responses that likely make it more
difficult to take on the problem in a credible manner. This detrimental dynamic is particularly
risky if an external crisis negatively interferes with their work functioning.
Originality/value—This study adds to prior research by detailing an unexplored but relevant
mechanism (organizational disidentification) and moderator (external crisis threats) by which
perceived organizational politics translates into enhanced counterproductive work behaviour. 
ER  -