Date of Conferral
Organizational politics (OP) is describe by many researchers as actions which affect activities, behaviors, and most importantly decision making through the use of power. Guided by Hofstede's cultural dimension theory and Mallol's, Holtom's and Lee's job embeddedness theory, the aim of this study was to examine employees' reactions toward OP regarding the substantially different cultures of the U.S. and Lebanon. These specific two countries were selected due to a gap in published research on culture and value differences. Research questions examined the extent to which cultural values differed and how employees respond differently facing OP. A survey-based research design included 352 participants, 176 from each country, was used to assess the perception and cognitive levels of employees in regards of political behavior and practices within their organizations. Key variables of cultural values, political behavior, and employee responses were measured by a structured survey questionnaire. Using SPSS version 23 a correlation matrix, T-test, and descriptive statistics were used to analyse the data. Findings indicated that Lebanese employees experience more power distance and gender role differentiation thus resulting in higher job related stress and anxieties and lower motivation levels than The U.S. employees. Outcomes of this research are beneficial for the organizations and society to cope with the problematic aspects of OP. Potential implications for positive social change are in the form of significantly reducing employee inequity, unfairness, and injustice practices and most importantly reducing employee stress.