Social Influence Opportunity Recognition, Evaluation, and Capitalization: Increased Theoretical Specification Through Political Skill’s Dimensional Dynamics

Charn P. McAllister, B. Parker Ellen, Gerald R. Ferris

Research output: Contribution to journalArticlepeer-review

48 Scopus citations

Abstract

Social influence is one of the oldest and most researched constructs in organizational behavior. Most research has examined the “what” and “who” of social influence behavior, but it was not until recently that scholars began examining the “how,” or the operation, of social influence techniques and behaviors. Social effectiveness constructs, such as political skill, have been the primary focus of this research effort. However, despite these constructs illuminating social influence processes, little is known about the actual operation of the social effectiveness constructs themselves. Thus, to develop a more complete understanding of social influence effectiveness, this article develops a theoretical framework by synthesizing several literatures and explaining how the individual dimensions of political skill affect the social influence process. Specifically, the authors (a) review and integrate research and theory in social influence and political skill; (b) develop an opportunity recognition, evaluation, and capitalization model to provide a theoretical framework for the dimensional dynamics of political skill; and (c) provide suggestions for how this framework informs future political skill research.

Original languageEnglish (US)
Pages (from-to)1926-1952
Number of pages27
JournalJournal of Management
Volume44
Issue number5
DOIs
StatePublished - May 1 2018
Externally publishedYes

Keywords

  • opportunity capitalization
  • opportunity evaluation
  • opportunity recognition
  • political skill
  • social influence

ASJC Scopus subject areas

  • Finance
  • Strategy and Management

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