|
Factor loadings a) |
Employees build ties with influential groups inside and outside the company to influence strategic plans and directions of activities. |
0.718 |
0.215 |
0.128 |
0.285 |
Employees make alliances and form coalitions or a collective front of a group of people, resulting in a highly influential part of the enterprise that no one will ever be able to oppose. |
0.739 |
0.021 |
0.230 |
0.292 |
Employees seek rational justifications: they refer to facts, figures, figures, and the resulting logical arguments to increase the strength of their request or to justify a given point of view. |
0.200 |
0.664 |
0.273 |
0.014 |
Employees try to gain control of important resources to strengthen their position. |
0.684 |
0.155 |
0.367 |
−0.092 |
Employees perceive conflict as a characteristic feature of the situation and assume that the conflict can be resolved through the involvement of interested persons (e.g., through negotiation). |
0.121 |
0.636 |
0.321 |
−0.217 |
Employees subtly maneuver, trying to hide their true intentions. |
0.711 |
0.217 |
0.097 |
−0.223 |
Employees perceive power relations as natural. |
0.168 |
0.778 |
−0.109 |
0.096 |
Employees use co-optation that relies on connecting with influential people or groups of people or including them in their sphere of influence to increase control over the opponent or to silence the opponent. |
0.696 |
0.205 |
0.238 |
−0.151 |
Managers set a deadline for acceptance or action to ensure a sense of necessity to take action. |
0.292 |
0.601 |
0.076 |
0.267 |
Employees express their opinions honestly, even when they are critical of the dominant ideas. |
−0.041 |
0.204 |
0.243 |
0.785 |
Employees do favors each other for their mutual benefit. |
−0.016 |
0.676 |
0.300 |
0.229 |
Employees use key managers to support initiatives taken, and mobilize support for or opposition to organizational strategies, policies, and practices. |
0.352 |
0.274 |
0.660 |
−0.087 |
Employees strive to obtain their autonomy of actions allowing for experimentation and stimulation of bottom-up change. |
0.272 |
0.180 |
0.748 |
0.094 |
Employees refer to the entity's goals, common values, and ideals to induce specific behaviors of other people. |
0.122 |
0.342 |
0.542 |
0.189 |
Employees strive to determine what meaning should be attributed to new events. |
0.117 |
0.073 |
0.698 |
0.269 |
Employees contest the current understanding of the organizational reality to move beyond the status quo. |
0.463 |
−0.013 |
0.571 |
0.008 |
Explained value |
3.130 |
2.700 |
2.717 |
1.168 |
Contribution |
0.196 |
0.169 |
0.170 |
0.073 |