Page 1 of 16
Archives of Business Research – Vol. 10, No. 2
Publication Date: February 25, 2022
DOI:10.14738/abr.102.11705. Romi, I. M. (2022). Perceptions of Organizational Politics Impact on Information Systems Success: An Empirical Investigation of
Banking Sector. Archives of Business Research, 10(02). 26-41.
Services for Science and Education – United Kingdom
Perceptions of Organizational Politics Impact on Information
Systems Success: An Empirical Investigation of Banking Sector
Ismail M. Romi
Palestine Polytechnic University
Faculty of Administrative Sciences & Informatics, Hebron, Palestine
ABSTRACT
The Extent of information systems success is based on various determinants,
including perceptions of organizational politics. This paper aims to determine the
impact of perceptions of organizational politics on information systems success in
banks. A comprehensive model was developed, and data were collected from
information systems users in banks. This study used correlation matrix, descriptive
analysis and regression analysis to analyze data, and test the suggested hypotheses.
The results revealed that banks information systems users have a lower “general
political behavior”. In addition to moderate responses to “getting along to get
ahead”, and “pay and promotion” political perspectives. Furthermore, getting along
to get ahead and pay and promotion political perspectives are positively impacting
system quality, information quality, and service quality of the information systems
dimensions. These findings indicated that the more existence of group loyalties, and
more employee fit for the bank will lead to more success of information systems.
Furthermore, a lot of work is required to enhance information systems success,
mainly; IS users’ feelings towards all information systems success dimensions by
encouraging employees’ good ideas, teamwork, honesty, and make their minds for
the benefit of information system.
Keywords: Information systems success, user satisfaction, organizational politics,
interpersonal conflict, political behavior.
INTRODUCTION
Information Systems (IS) have a critical role in the organization’s success, where globalization,
digital economics, and digitized organizations took place. So, the weakness of IS considered as
a dangerous phenomenon on organizational success in general (Chan et al, 2002). Nowadays,
the question is not whether organizations should have IS or not, but it should have an effective
IS (Cragg and Tagliavini, 2006; Hamdan and Al-Hajri, 2021).
Researchers find out that the effective information system is determined by a set of individual
and contextual factors; such as training, experience, structural, as well as cultural factors
(DeLone and McLean, 1992, 2002, 2003; Sabherwal et al, 2006; Romi et al, 2010; Romi, 2013).
Furthermore, Mhlungu et al (2019) shows that the coherency of organizational politics
classified as a significant factor of successful organizational digital transformation.
A review to prior researches of the impact of organizational politics on information systems
effectiveness and success show that this construct was not deeply discussed by researchers
(Mukama et al, 2005, Romi et al, 2010; Romi, 2013). As well as, empirical results seem lacking
Page 2 of 16
27
Romi, I. M. (2022). Perceptions of Organizational PoliticsImpact on Information Systems Success: An Empirical Investigation of Banking Sector. Archives
of Business Research, 10(02). 26-41.
URL: http://dx.doi.org/10.14738/abr.102.11705
(Rai et al ,2002; Sabherwal et al, 2006). Therefore, the impact of organizational politics on
information systems success remains fuzzy and illusive.
The purpose of this study is to determine the impact of perceptions of organizational politics
on information systems success in banks. This will help banks to cope with these perceptions,
and gain the benefits of information systems as an important tool for fulfilling all organization’s
functions.
Therefore, a comprehensive model was developed in this study, including the dimensions of IS
success as dependent variable, and the organizational politics as an independent variable, after
that an empirical investigation for the banking sector was held to examine the developed model,
and integrates the results with prior researches.
LITERATURE REVIEW AND RESEARCH HYPOTHESES
The General Model
The general model is presented (Figure 1) to identify the relationship between information
systems success construct as a dependent variable, and the perceptions of organizational
politics construct as an independent variable. The detailed research model is developed
depending on prior IS success literature, and the organizational politics as a determinant to this
success.
INFORMATION SYSTEMS SUCCESS FACTORS
Prior researches define information system as an integrated computer-based system that
utilizes computer hardware, software, users, procedures, models, and database which interacts
to produce the suitable information at the appropriate time, to support organizational activities
(Alter, 1996; Stair,1996; Cashman and Vermaat, 1999; Laudon and Laudon, 2004; Mcleod and
Schell, 2004). Information system success factors are set of dimensions and aspects that
produce the net benefits of information system, which include system quality, information
quality, service quality, system use, and user satisfaction (DeLone and McLean, 1992, 2002,
2003; Seddon, 1994, 1997).
Where, system quality is defined as a set of constructs related to information system that
determines the quality of the systems (DeLone and McLean, 1992; Seddon, 1997). Sabherwal
et al (2006) show that these constructs are system reliability, ease of use, response time,
relevance, timeliness, accuracy of information, and system productivity. Information quality is
- System Quality
- Information Quality
- Service Quality
- Use
- User Satisfaction
- Net Benefits
Perceptions of
Organizational
Politics
Information Systems
Success
- General Political Behavior
- Getting Along to Get Ahead
- Pay and Promotion
1. The General Model
Page 3 of 16
28
Archives of Business Research (ABR) Vol. 10, Issue 2, February-2022
Services for Science and Education – United Kingdom
the degree to which information presents the required benefits (DeLone and McLean,1992;
Seddon, 1994; Barnersc and Vidgen, 2002). Where, Kahn et al (2002) indicates a set of
characteristics for information quality which are; accessibility, appropriateness, believable,
completeness, concise representation, ease of manipulation, free from errors, interpretable,
objectivity, relevancy, reputation and security. Service quality was discussed by researchers as
a set of characteristics related to the services submitted by an information system to customers
which include system reliability, assurance, empathy, timeliness, and security (Parasuraman et
al, 1991; Delone and Mclean, 1992; Seddon, 1994; Hochstein et al, 2005; Kim et al, 2005). Romi
(2013) show that system use is the extent to which end-users uses the results presented by the
information systems. Which can be measured by the degree of system use, responsiveness,
adaptability, and effectiveness. DeLone and McLean (1992) and Seddon (1994) show that user
satisfaction is referred to the recipient response to the use of IS output, and associated with
attitudes towards IS which depends on system availability, accuracy, completeness,
consistency, robustness, flexibility, and unobtrusiveness.
Delone and Mclean (1992, 2003, 2008) presented the information systems success model
which can be used to measure information systems success. Romi (2013) tested this model, and
find out that it shows good explanations to information systems success factors. Besides, it
enables the applied theories in the area of information system measurements to take place
(Seen et al, 2006). Furthermore, the model takes into consideration the perspectives of all
information systems recipients. Therefore, this model will be used in this study for the purpose
of measuring information systems success.
ORGANIZATIONAL POLITICS
Miles (1980) show that political activities occur in the presence of ambiguous goals, scarce
resources, changes in technology or environment, non-programmed decisions, or
organizational change. Where, Cropanzano et al. (1995) viewed organizational politics as social
influence attempts directed at those who can provide rewards that will help promote or protect
the self-interests of the actor. Meanwhile, Bauer and Erdogan (2012) show that; organizational
politics are informal, unofficial, and sometimes behind-the-scenes efforts to sell ideas which
influence an organization, increase power, or achieve other targeted objectives. Thus, the
definition of organizational politics was formulated in the literature as those activities and
actions that are not required as part of the formal roles in organizations, and influence decision
making and the distribution of benefits and resources in the organization (Miles, 1980; Pfeffer,
1992; Morgan, 1997; Cragg and Tagliavini, 2006; Robbins and Judge, 2007, Rahman and Aydın,
2018).
Researchers (Morgan, 1997; Junior, 2020; Bhattarai, 2021) show that political behavior within
an organization can be either positive or negative based on how the coalitions and individuals
manage conflict. Where, Bowditch and Buono (1997) show that managing conflict takes two
dimensions; which are assertiveness, or cooperativeness. The interaction between these two
dimensions is reflected in a set of political forms; which are avoiding, competing,
accommodating, compromising, or collaborative. They show that, avoiding is an unassertive,
uncooperative approach in which both groups neglect the concerns involved by sidestepping
the issue or postponing the conflict by choosing not deal with it. Where, competing is an
assertive, uncooperative form in which each group attempts to achieve its own goals at the
expense of the other through argument, authority, threat, or even physical force. Meanwhile,
Page 6 of 16
31
Romi, I. M. (2022). Perceptions of Organizational PoliticsImpact on Information Systems Success: An Empirical Investigation of Banking Sector. Archives
of Business Research, 10(02). 26-41.
URL: http://dx.doi.org/10.14738/abr.102.11705
Taking into consideration the dimensions of information systems success, this hypothesis can
be subdivided into the following sub-hypotheses:
H2-1: Getting along to get ahead positively impacts system quality.
H2-2: Getting along to get ahead positively impacts information quality.
H2-3: Getting along to get ahead positively impacts service quality.
H2-4: Getting along to get ahead positively impacts information systems use.
H2-5: Getting along to get ahead positively impacts user satisfaction.
H3: Pay and Promotion positively impacts information systems success.
In the same way, taking into consideration information systems success dimensions requires
subdividing H3 into the following sub-hypotheses:
H3-1: Pay and promotion positively impacts system quality.
H3-2: Pay and promotion positively impacts information quality.
H3-3: Pay and promotion positively impacts service quality.
H3-4: Pay and promotion positively impacts information systems use.
H3-5: Pay and promotion positively impacts user satisfaction.
METHODS
Data Collection
Testing the study hypothesis requires collecting data from information-intensive corporations.
Banks can be classified as information-intensive corporations; therefore, the required data is
collected from banks information system users using a questionnaire which is designed for this
purpose.
Sampling
The study population consisted of information system users in banks. 110 questionnaires were
distributed among bank information systems users (the respondents) in management levels
where, 91 questionnaires were returned (83 % response rate). seven questionnaires were
classified as non-valid; therefore, they are excluded. And hence, 84 usable questionnaires were
used (76.4%) in data analysis.
Characteristics of Survey Respondents
The distribution of respondents in the survey indicate that the sample represents a cross- section of different managerial levels in Palestinian banks. Table (1) shows the respondents’
characteristics; where, the majority of them are males (76%), bachelor degree holders (85.7%),
exceeds two years of experience (84.5%), covers all over bank levels (strategic, management,
and operational levels), performs different type of work (Managerial, data entry, and system
development), and their work classified as information intensive.
Page 11 of 16
36
Archives of Business Research (ABR) Vol. 10, Issue 2, February-2022
Services for Science and Education – United Kingdom
The Impact of Pay and Promotion on IS Success
Hypothesis H3 suggests that, Pay and Promotion positively impacts information systems
success.
The results of Pearson correlation "r" (Table 6) show that there are positive relationships
between Pay and Promotion political perspective and systems quality, information quality,
service quality, system use, and user satisfaction. The results show that, the relationships are
significant (P < 0.05) for system quality, information quality, and service quality. Meanwhile,
the relationships are not significant (P > 0.05) for system use, and user satisfaction. This implies
that the results partially support H3, therefore, pay and promotion political perspective
positively impacts system quality, information quality, and service quality as important
dimensions for information systems success. This result is consistent with Witt (1995), where,
politically active individuals are promoted at the expense of others in banks information system
users.
Table 6. Regression Analysis for Pay and Promotion on IS Success Dimension
Dependent
variables
R R
Square
Unstandardized
Coefficients
Standardized
Coefficient t Sig.
B Std. Error Beta
System Quality .186a .035 .146 .086 .186 1.702 .092
Information
Quality .251a .063 .209 .090 .251 2.335 .022
Service Quality .230a .053 .190 .089 .230 2.131 .036
System Use .105a .011 .096 .101 .105 .948 .346
User Satisfaction .073a .005 .066 .099 .073 .662 .510
DISCUSSION
The results show that the respondents have moderate responses to perceptions of
organizational politics. Depending on Kacmar and Ferris (1991), these results implies that,
information systems’ users in banks do not act in a self-serving manner to obtain valued
outcomes. Meanwhile, there is a lack of action by individuals in order to secure valued
outcomes, in addition to the existence of group loyalties. In addition, the banks behaving
politically through the policies it enacts. On the other hand, and in spite of the positive
responses to information system success constructs, the results imply that there is a lot of work
required to enhance information systems success in banks, and hence, enhance the
respondent’s feelings towards all success dimensions.
The research model of this study was developed to investigate the possible impact of
perceptions of organizational politics on information systems success. The data analysis
supports the hypothesized relationships between independent and dependent variables in the
research model. This implies that, organizational politics were found to have an influence on
information systems success.
The findings are consistent with the findings of a number of prior researches. For instance,
Warne (1998) found that there is a strong impact of organizational politics on IS success. Also,
Page 12 of 16
37
Romi, I. M. (2022). Perceptions of Organizational PoliticsImpact on Information Systems Success: An Empirical Investigation of Banking Sector. Archives
of Business Research, 10(02). 26-41.
URL: http://dx.doi.org/10.14738/abr.102.11705
Chang et al (2002) found that organizational politics plays a very important role in IS success.
Furthermore, Lampaki and Papadakis (2018) found that the firm's political climate is crucial to
implementation success.
While, the impact of each perception of organizational politics on information systems success
was not previously investigated by researchers, the current study provides a further insight to
all perceptions of organizational politics, and information systems success dimensions. The
results of hypothesis testing (Table 7) show that both getting along to get ahead and pay and
promotion political perspectives related hypotheses were accepted. These results can be added
to the research model to produce the perspectives of organizational politics impact on
information systems success model (Figure 3).
The model (Figure 3) shows that getting along to get ahead along with pay and promotion
political perspectives have a positive impact on system quality, information quality, and service
quality. Furthermore, these political perspectives explain 5.3% of the variance in system
quality, 7.6% of the variance in the information quality, and 6.7 of the variance in service
quality.
Table 7. Summary of Testing results for the Hypothesis
Research Model Hypothesis
Regression
Support- Result
R
Square
H1: General political behavior positively impacts information systems success.
General political behavior positively impacts system quality. Rejected .062
General political behavior positively impacts information quality. Rejected .021
General political behavior positively impacts service quality. Rejected .000
General political behavior positively impacts information systems
use.
Rejected -.005
General political behavior positively impacts user satisfaction. Rejected .057
H2: Getting Along to Get Ahead positively impacts information systems success.
Getting Along to Get Ahead positively impacts system quality. Accepted .053
Getting Along to Get Ahead positively impacts information quality. Accepted .072
Getting Along to Get Ahead positively impacts service quality. Accepted .065
Getting Along to Get Ahead positively impacts information
systems use.
Rejected .029
Getting Along to Get Ahead positively impacts user satisfaction. Rejected .028
H3: Pay and Promotion positively impacts information systems success.
Pay and Promotion positively impacts system quality. Accepted .035
Pay and Promotion positively impacts information quality. Accepted .063
Pay and Promotion positively impacts service quality. Accepted .053
Pay and Promotion positively impacts information systems use. Rejected .011
Pay and Promotion positively impacts user satisfaction. Rejected .005
Page 13 of 16
38
Archives of Business Research (ABR) Vol. 10, Issue 2, February-2022
Services for Science and Education – United Kingdom
CONCLUSION
This paper aims to determine the impact of perceptions of organizational politics on
information systems success in banks. A comprehensive model was developed which
incorporates the dimensions of IS success as dependent variable, and the organizational politics
as an independent variable. Data were collected from banks information system users to
examine the developed model.
The results show that the participants have a lower “general political behavior”, and moderate
responses to “getting along to get ahead”, and “pay and promotion” political perspectives. This
implies that, banks’ employees don’t act in a self-serving manner to obtain valued outcomes,
because of the existence of group loyalties, and banks don’t overlook employees whom are with
a good fit for the bank.
The results show a reasonable positive response to information systems success in banks.
Where, respondents have positive responses to information system success constructs; mainly,
system quality, information quality, service quality, system use, user satisfaction, and net
benefits. These, results indicate that, there is a lot of work required to enhance information
systems success, mainly; IS users’ feelings towards all information systems success dimensions
by encouraging employees’ good ideas, teamwork, honesty, and make their minds for the
benefit of information system.
Furthermore, the findings show that general political behavior cannot be considered an
important factor that influences information systems success. This result implies that banks
can invest in information systems without any fear of self-serving manner of employees, where,
these resources will serve the bank as a whole.
Getting along to get ahead and pay and promotion political perspectives are positively
impacting system quality, information quality, and service quality.
Information Systems Success
Intention Use
to Use
System
Quality
Information
Quality
Net
Benefits
Service
Quality
User Satisfaction
Perceptions of
Organizational Politics
General Political
Behavior
Getting Along to
Get Ahead
Pay and
Promotion
R2= 5.3%
R2= 7.6%
R2= 6.7%
Figure 3. Perspectives of Organizational Politics Impact on Information Systems Success
Page 14 of 16
39
Romi, I. M. (2022). Perceptions of Organizational PoliticsImpact on Information Systems Success: An Empirical Investigation of Banking Sector. Archives
of Business Research, 10(02). 26-41.
URL: http://dx.doi.org/10.14738/abr.102.11705
This article provides a further insight to the impact of perceptions of organizational politics on
information systems effectiveness and success, and integrates the results to prior researches
by providing a suggested model (Figure 3) that explains the variance of information systems
success dimensions depending on perceptions of organizational politics. Where, these political
perspectives explain 5.3% of the variance in system quality, 7.6% of the variance in the
information quality, and 6.7 of the variance in service quality. These results indicate that; the
more existence of group loyalties the more success of information systems. As well as, more
employee fit for the bank, the more success of information systems.
References
Alter, S. (1996). Information Systems - A Management Perspective, 2nd ed. New York: The Benjamin/Commings
Publishing Company, Inc.
Barnes, S. J., & Vidgen, R. T. (2002). An integrative approach to the assessment of e-commerce quality. J. Electron.
Commerce Res., 3(3): pp.114-127.
Bhattarai, G. (2021). Impact of Organizational Politics on Employees' Behavioral Outcomes: The Role of Social
Astuteness. The Journal of Asian Finance, Economics, and Business, 8(2), 571-582.
Bowditch, J. L., Buono, A. F. (1997). A primer on organizational behavior", 4th ed. New York: John Wiley & Sons.
Cashman, S., Vermaat, R. (1999). Discovering Computers 2000-Concepts for A Connected World. Retrieved: Feb,
2, 2007, From:http://www.belkcollege.uncc.edu/jwgeurin/istypes.doc.
Chang, J. C., King, W. R., (2005). Measuring the Performance of Information Systems: A Functional Scorecard.
Journal of Management Information Systems, 22(1): pp. 85-115.
Chang, L., Lin, T., Wu, S, (2002). The Study of Information System Development (ISD) Process from the
Perspective of Power Development Stage and Organizational Politics. IEEE, Proceedings of the 35th Annual
Hawaii International Conference on System Sciences: pp. 265-275.
Cragg, P., Tagliavini, M., (2006). Evaluating Information Systems Alignment in Small Firms. 13th European
Conference
Cristman, A., Van Aelst, S., (2006). Robust estimation of Cronbach's alpha. Journal of Multivariate Analysis, 97(7):
pp. 1660-1674.
Cropanzano, R. S., Kacmar, K. M., & Bozeman, D. P. (1995). Organizational politics, justice, and support: Their
differences and similarities. Organizational politics, justice, and support: Managing the social climate of the
workplace: pp. 2-18.
Darbyshire, P. (2017). The practice politics of computerised information systems: a focus group study. Nurse
Researcher, 8(2): pp. 4-17.
Davis, G.B., and Olson, M.H. (1985). Management Information Systems, 2nd ed. New York: McGraw-Hill Book
Company.
DeLone, W. H., & McLean, E. R. (1992). Information systems success: the quest for the dependent variable.
Information Systems Research, 3(1): pp. 60–95.
Delone, W.H, Mclean, E.R, (2003). The Delone and Mclean Model of Information Systems Success: a Ten- Year
Update. Journal of Information Systems, 19: pp. 9-30.
DeLone, W.H., McLean, E.R., Petter, S., (2008). Measuring information systems success: models, dimensions,
measures, and interrelationships. European Journal of Information Systems, 17: pp. 236-263.
DeLone, W.H., McLean, E.R.,(1992). Information systems success: The quest for the dependent variable.
Information Systems Research, 3(1): pp. 60–95.
DeLone, W. H., & McLean, E. R. (2002). Information systems success revisited. In Proceedings of the 35th Annual
Hawaii International Conference on System Sciences (pp. 2966-2976). IEEE.
Page 15 of 16
40
Archives of Business Research (ABR) Vol. 10, Issue 2, February-2022
Services for Science and Education – United Kingdom
Preece, J., Rogers, Y., Sharp, H., Benyon, D., Holland, S., & Carey, T. (1994). Human-computer interaction. Addison- Wesley Longman Ltd.
Ferris, G. R., Ellen III, B. P., McAllister, C. P., Maher, L. P. (2019). Reorganizing organizational politics research: A
review of the literature and identification of future research directions. Annual Review of Organizational
Psychology and Organizational Behavior, 6: pp. 299-323.
Ferris, G. R., Fedor, D. B., King, T. R., (1994). A political conceptualization of managerial behavior. Human
Resource Management Review, 4: pp. 1−34
Ferris, G. R., Kacmar, K. M, (1992). Perceptions of Organizational Politics. Journal of Management, 18(1): pp. 93-
116.
Ferris, G. R., Perrewe`, P. L., Anthony, W. P., Gillmore, D. C., (2000). Political skills at work. Organizational
Dynamics, 28: pp. 25-37.
Ferris, G. R., Russ, G. S., & Fandt, P. M. (1989). Politics in organizations.
Giacalone, R. A., & Rosenfeld, P. (2013). Impression management in the organization. Psychology Press.
Gable, G.G, Sedera, D., Chan, T., (2003). Enterprise Systems Success: A measurement Model. Twenty-Fourth
International Conference on Information System, pp. 576-591.
Hair, J. F., Anderson, R. E., Tatham, R., Black, W., (1998). Multivariate Data Analysis, 5th Ed. Upper Saddle River,
NJ: Prentice Hall.
Hamdan, M., & Al-Hajri, N. (2021). The effect of information systems success factors on user satisfaction in
accounting information systems. Management Science Letters, 11(7), 2045-2052.
Hochstein, A., Zarnekow, R., Brenner, W., (2005). Managing Service Quality as Perceived by the Customer: The
Service Oriented ServQual. Wirtschafts Informatik, 46: 382-389.
Janis, I.L. (1983). Groupthink: Psychological Studies of Policy Decisions and Fiascoes", 2nd Ed., Revised. Boston:
Houghton Mifflin.
Junior, I. A. A. (2020). Effect Of Organizational Politics On Job Satisfaction In Education Sector Of Ghana. A Case
Study Of Christian Scholars International School, Kwadaso. Education, Sustainability & Society (ESS), 3(1), 35-40.
Kacmar, K. M., & Carlson, D. S. (1997). Further validation of the perceptions of politics scale (POPS): A multiple
sample investigation. Journal of management, 23(5), 627-658.
Kacmar, K.M., Ferris, G.R. (1991). Perceptions of Organizational Politics Scale (POPS): Development and
Construct Validation. Educational and Psychological Measurement, 51(1): pp. 193-205.
Kahn,B.K, Strong, D.M.,Wang, R.y., (2002). Information Quality Benchmarks: Products and Service Performance.
ACM, 45(4): pp. 184-192.
Kim, J.K, Eom, M.T, Ahn, J.H, (2005). Measuring IS Service Quality in the Context of the Service Quality-User
Satisfaction Relationship. Journal of Information Technology Theory and Application(JITTA) 7: pp. 53-70.
Lampaki, A., Papadakis, V. (2018). The impact of organisational politics and trust in the top management team on
strategic decision implementation success: A middle-manager's perspective. European Management
Journal, 36(5): pp. 627-637.
Laudon, K. C. and Laudon J. P. (2004). Management Information Systems – Managing the Digital Firm, 8th ed.
New Jersey: Pearson Education Inc.
Mcleod, R. Jr., Schell, G. P., (2004). Management Information Systems, 9th ed. New Jersey: Pearson Education Inc.
Mhlungu, N.S.M., Chen, J.Y.J., Alkema, P., (2019). The underlying factors of a successful organisational digital
transformation. South African Journal of Information Management 21(1).
Miles, R. H., (1980). Macro organizational behavior. Santa Monica, CA.
Morgan,G.(1997). Images of Organization, 2nd ed. Newbury Park, CA: Sage
Page 16 of 16
41
Romi, I. M. (2022). Perceptions of Organizational PoliticsImpact on Information Systems Success: An Empirical Investigation of Banking Sector. Archives
of Business Research, 10(02). 26-41.
URL: http://dx.doi.org/10.14738/abr.102.11705
Mukama, F., Kimaro, H. C., Gregory, J., (2005). Organization Culture and its Impact in Information Systems
Development and Implementation: A case study from the health information system in Tanzania. Proceedings of
IRIS, 28.
Mutambara, E., Botha, C., & Bisschoff, C. (2014). Investigating the effects of organizational politics at a national
electricity provider in sadc region. Journal of Social Sciences, 41(3): pp. 499-510.
Nye, L.G. &Witt, L.A. (1993). Dimensionality and Construct Validity of the Perceptions of Organizational Politics
Scale (POPS). Educational and Psychological Measurement, 53(3): pp. 821-829.
Nyikayaramba B, Mutimudye G., (2014). Integrating organizational politics into organizational systems, functions
and procedures: A human capital performance enhancement strategy. International Journal of Marketing,
Financial Services and Management Research, 3(6): pp. 144-159.
Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1991). Refinement and reassessment of the SERVQUAL scale.
Journal of Retailing, 67(4): pp. 420-450.
Pfeffer, J. (1992). Understanding power in organizations. California management review, 34(2),29.
RAHMAN, M., & AYDIN, E. (2018). Political Benefits, Barriers, and Risks of E-HRM Implementations in
Bangladesh Public Sector Organizations: An Institutional Perspective. Business & Management Studies: An
International Journal, 6(3): pp. 619-633.
Rai, A., Lang, S. S., Welker, R. B., (2002). Assessing the Validity of IS Success Models: An Empirical Test and
Theoretical Analysis. Information Systems Research, 13(1): pp. 50-69.
Robbins, S. P., Judge, T. A., (2007). Organizational Behavior, 12th ed. New Jersey: Pearson Education Inc.
Roldan, J. L., & Leal, A. (2003). A Validation Test of an Adaptation of the DeLone and McLean's Model in the
Spanish EIS Field. In Critical reflections on information systems: A systemic approach (pp. 66-84). IGI Global.
Romi, I. M., Awad, I. A., & Elkordy, M. (2010). A Model of Organizational Politics Impact on Information Systems
Success. In Advanced Techniques in Computing Sciences and Software Engineering (pp. 111-115). Springer,
Dordrecht.
Romi I.M. (2013). Testing Delone and Mclean’s Model in Financial. American Academic & Scholarly Research
Journal, 5(3): pp. 121-129.
Sabherwal, R., Jeyarajm A., Chowa, C., (2006). Information Systems Success: Individual and Organizational
Determinants. Management Scienc, 52(12): pp. 1849-1864.
Seddon, P. B., Staples, S., Patnayakuni, R., Bowtell, M., (1999). Dimensions of Information Systems Success.
Communication of the Association for Information Systems, 2(20).
Seddon, P.B, (1997). A Respecification and Extension of the Delone and Mclean's Model of IS Success. Information
Systems Research, 18(3): pp. 240-253.
Seddon, P., & Kiew, M. Y. (1996). A partial test and development of DeLone and McLean's model of IS
success. Australasian Journal of Information Systems, 4(1).
Seen, M., Rouse, A., Beaumont, N. Mingins, C, (2006). The Information Systems Acceptance Model: A Meta Model
to Explain and Predict Information Systems Acceptance and Success. Manosh University, ISSN 1327-5216.
Stair, R. M. (1996). Principles of Information Systems - A Managerial Approach, 2nd ed. Cambridge: An
International Thomson Publishing Company: Prentice Hall.
Vigoda, Eran. (2000b). Organizational Politics, Job Attitudes, and Work Outcomes: Exploration and Implications
for Public Sector. Journal of Vocational Behavior 57(3): pp. 326-347.
Warne, L. (1998). Organizational Politics and Information Systems Development-a model of conflict.
In Proceedings of the Thirty-First Hawaii International Conference on System Sciences, 6: pp. 482-491.
Witt, L. A. (2003). Influences of supervisor behaviors on the levels and effects of workplace
politics. Organizational influence processes, 209.