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Politics in Virtual Work
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Author(s): Shawn D. Long (UNC-Charlotte, USA), Marla D. Boughton (UNC-Charlotte, USA)and Rachel Widener (UNC-Charlotte, USA)
Copyright: 2010
Pages: 14
Source title:
Communication, Relationships and Practices in Virtual Work
Source Author(s)/Editor(s): Shawn Long (University of North Carolina Charlotte, USA)
DOI: 10.4018/978-1-61520-979-8.ch011
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Abstract
Due to their hierarchical structure and limited resources, organizations are inherently political. Employees need to know how to “play the game” in order to get ahead. In this chapter, we provide a background on politics, examining how the study of politics has evolved over time. We also examine the relationship between politics and similar constructs, such as authority, power, and influence. We then apply politics to an increasingly common organizational structure—virtual teams. Based upon research on trust, resource allocation, and influence in virtual teams, we suggest that, rather than being attenuated in the virtual environment, politics may in fact become exacerbated by the use of computer-mediated communication. We end the chapter with suggestions for future research on politics in virtual teams.
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