The Management of Political Actors in Institutions
Peter Odion Omoijiade ORCID ↗
International Journal of Research in Business and Social Science · 2016 · Vol. 5 / Issue 4 · 17-30
Publication metrics
External links open provider records or DOI searches. Provider counts are not combined. Mendeley readership measures saves, not citations.
Dimensions
Live provider badge. If unavailable, use the Dimensions link above.
Observed 21 Oct 2026, 07:22 UTC
Observed 21 Oct 2026 00:49 UTC
Observed 21 Oct 2026 22:28 UTC
OpenAlex and Mendeley observations refresh on article visits, at most once per 24 hours. Unavailable data is not zero. Google Scholar opens a DOI search.
Citations received by this article, grouped by the year of the citing work. Crossref and OpenAlex lifetime totals remain separate in Publication metrics.
2017–2026 Annual history last updated:
Citations received
OpenAlex · year of the citing work
Hover over a year or focus the chart and use arrow keys to inspect values.
2017–2026 annual-history window. 2026 is year to date. Unknown years have gaps.
View data & coverage
2026 is incomplete. Within a successfully fetched ten-year window, omitted years mean zero. Years beyond a saved observation’s window remain unknown (—). Older citations are excluded, so this chart’s sum may differ from the OpenAlex lifetime total. The date above belongs to this annual history; an unsuccessful refresh keeps the previous observation.
Abstract
The argument that the minimization of the dysfunctional consequences of organizational politics is no longer dependent on self-equilibrating mechanism remains valid. This inquiry is therefore framed with a view to establishing suitable strategies for managing political actors. There is a nexus between the diagnosis typology of political actors and the qualitative classes of political actors and their management strategies. In the management of mixed blessing, supportive, non-supportive and marginal political actors; collaborative, involvement, defensive and information strategies respectively were found suitable. This research is based on existing theoretical knowledge on organizational politics and stakeholders management. Data was collected from the literature by means of critical analysis and dialectic reflection on the emerging themes. The study will enhance capability in contexts where the scientific management of political actors is yet to be exemplified.
Keywords: {'name': 'Organizational Politics'}, {'name': 'Political Interest'}, {'name': 'Political Actor'}
Authors & affiliations
Peter Odion Omoijiade
Affiliation not supplied
Deposited references
Supplied references, not a list of publications citing this article.
Dobson. M. S & Dobson. D. S (2001).Enlightened office politics. New York: American Management Association.
DOI: 10.1002/bs.3830020303
DOI: 10.2307/255331
DOI: 10.5465/amr.1991.4278958
DOI: 10.5465/amr.1997.9711022105
DOI: 10.5539/ijbm.v10n5p193
Pfeffer. J (1981). Power in Organizations. Marshfield. M. A: Pitman
Reardon. K. K (2000) The Secret Handshake. New York: Doubleday
DOI: 10.2307/2391803
DOI: 10.5465/ame.1991.4274682
Weber. M (1947) The theory of Social and economic organization. New York: Free Press.