36 Organizacija, V olume 54 Issue 1, February 2021 Research Papers 1 Received: 31th May 2020; revised: 27th November 2020; accepted: 16th December 2020 Organisational Culture and Organisational Citizenship Behaviour: The Dark Side of Organisational Politics Amro AL-MADADHA 1 , Ahmad Samed AL-ADWAN 2 , Fida Amin ZAKZOUK 1 1 Princess Sumaya University for Technology, Department of Business Administration, Amman, Jordan, a.almadadha@psut.edu.jo, (Corresponding Author), f.zakzouk@psut.edu.jo 2 Al-Ahliyya Amman University, Electronic Business and Commerce Department, Amman, Jordan, a.adwan@ammanu.edu.jo Background and Purpose: Organisational politics can have a substantial negative effect on employees’ perfor- mance, however many organisations still do not pay attention to this organisational behaviour. In our study, we aim to examine the relationship between organisational culture and organisational citizenship behaviour through how employees perceive political behaviour within organisations. Methods: Convenience sampling technique has been employed, quantitative data were collected from 532 employ- ees in the Jordan banking industry via online surveys. Structural equation modelling (SEM) was employed to test the hypotheses of the study. Results: Analyses showed that organisational culture within the banking industry has an effect on how employees perceive political behaviour. A negative perception of political behaviour by employees, in turn, has a negative influ- ence on employees’ citizenship behaviour. These findings answer previous calls to investigate the destructive effect of organisational politics on employee outcomes. Conclusion: Organisations should pay more attention to the destructive effect of organisational politics and try to minimise such behaviour. Organisational citizenship behaviour, in contrast, benefits organisational performance, and the enhancement of this is recommended through the implementation of more effective policies and strategies. Keywords: Organisational culture; Perceived organisational politics; Organisation citizenship behaviour. DOI: 10.2478/orga-2021-0003 1 Introduction The success of any organisation essentially depends on the performance of its employees, in that they make an effort beyond what is expected of them in the work- place (Lee et al., 2018). This is especially true at present, given the dramatic changes in the economic environment, constant improvements in technology, and the extent of heated competition in the marketplace. Excellent perfor- mance on the part of employees is ideally voluntary and is not included in their officially contracted tasks. This phenomenon is called organisational citizenship behaviour (OCB; Khan et al., 2019). Organ (1997, p.91) has defined OCB as ‘employee behaviour that is relatively discretion- ary and contributes to the maintenance and enhancement of the social and psychological context that supports task performance’. Management inside organisations typically welcomes this kind of altruistic behaviour because that it to organisational effectiveness. This is especially true in the service industry, where organisations need to deal with unexpected daily challenges and employees often have to exert more effort or take on extra-role responsibilities (ac- tivities performed by employees that are not included in their job description; Takeuchi et al., 2015). OCB studies 37 Organizacija, V olume 54 Issue 1, February 2021 Research Papers have tended to focus on the most effective antecedents of OCB: leader-member exchange (LMX) (Newman et al., 2017), prosocial values (Cheung et al., 2018), and im- pression management and organisational concern motives (Takeuchi et al., 2015). Recently, considerable attention has been paid to the influence of organisational politics and how employees perceive this (Yang, 2017; Zhang et al., 2019). Organisational politics (OP) has been referred to as ‘individual or group behaviour that is informal, ostensibly parochial, typically divisive, and above all, in a technical sense, illegitimate - sanctioned neither by formal authori- ty, accepted ideology, nor certified expertise’ (Mintzberg, 1983, p.172). These behaviours can generate a struggle between individuals within an organisation, often leading to perceptions by employees that their colleagues are mo- tivated by self-interest (De Clercq & Belausteguigoitia, 2017). Therefore, many employees consider organisation politics to be unhealthy, unprofessional behaviour (Malik et al., 2019). However, these behaviours are sometimes necessary for employees to be rewarded or promoted within the organisation, which in turn affects OCB (Vi- goda-Gadot & Beeri, 2011). Similarly, Abbas and Raja (2014) claimed that Organisational Politics is essential for an organisation’s growth. There is considerable controversy regarding the ef- fects of OP and whether they are fundamentally positive or negative. Shoe et al. (2013), for example, stated that OP effects differ from one culture to another and that OP might be ‘cultural-dependent’. This is because ‘culture’ entails the traditions and norms of any organisation, including ba- sic assumptions that encourage or discourage employees to participate in OCB (Pohl et al., 2019). Moreover, it appears that organisational politics can af- fect OCB, as they can prompt more effort in the workplace. This link is critical, and may be behind the inconsistent results in previous studies (Hsiung et al., 2012). However, we can conceptually trace the connection between the cul- tural dimensions of Hofstede (2001) and OP, as the former can make an excellent environment for employees engag- ing in such political behaviours. The positive outcome of self-serving behaviour (OP) makes employees exert extra effort in the workplace, as they attain rewards and recogni- tion within an organisation by engaging in such behaviour (Khan et al., 2019). To the best of our knowledge, organ- isational politics has never been examined in the banking industry in Jordan. The cultural context of Jordan, as in any other country may play a key role in shaping the compo- sition of both public and private organisations. The tribal system in Jordan is the dominant system in the Parliament, and this may have echoes within private organisations as well (Clark, 2012), To address these gaps, the present study aims to answer the following question: do cultural dimensions make an essential contribution to OCB through POP? To the best of our knowledge, Hofstede’s cultural dimensions have not been explored in relation to Jordan banking industry. Fur- thermore, previous studies on OCB have broadly been con- ducted in both western and eastern contexts (Meynhardt et al., 2020; Miao et al., 2018). Therefore, it is very impor- tant to examine this relationship in a different context (e.g., Jordan) to further clarify the relationship between these cultural dimensions and OCB. Much existing research on OCB has been aimed at psychological empowerment (Abdulrab et al., 2018). Psychological empowerment has also been considered a mediator through which other vari- ables have an effect on OCB. However, findings have been inconsistent regarding this mediator, leading to a call for the consideration of other mediators (Taylor, 2013). There- fore, the present study considered organisational politics as a mediator between the cultural dimension and OCB. This study theorises that OP acts as a mediating variable between organisational culture and OCB. The present study draws upon social exchange theory. The fundamental premise for this is that individuals’ feel- ing towards any relationship rely mainly on the outcome of that relationship. Where organisations and their employees enter into a reciprocal relationship, the organisation needs high performance and loyalty from employees, while the latter desire both tangible and intangible benefits. From the perspective of the social exchange theory, individuals tend to engage in political behaviour to gain the benefits of such behaviour, putting in more effort to obtain better outcomes (Chernyak-Hai & Rabenu, 2018). The main objective for the present study is to build a model and find an empirical and conceptual linkage between the organisational culture dimension and OCB through the mediating effect of organ- isational politics. 2 Literature Review 2.1 Organisational Culture Organisational culture is a broad conceptual landscape. However, organisational culture can range from well- known traditions and norms to sophisticated workplace practices. The culture of any organisation depends upon the philosophy that the organisation adopts, and both of these affect employees’ behaviour unconsciously (Kawia- na et al., 2018). Hofstede (2001) proposed several cultural dimensions - power distance, uncertainty avoidance, collectivism, masculinity-femininity, and short-term vs. long-term ori- entation - to describe organisational culture. Power dis- tance is the extent to which power is distributed among individuals within an organisation (Hofstede, 2001). Un- certainty avoidance is ‘the extent to which the members 38 Organizacija, V olume 54 Issue 1, February 2021 Research Papers of a culture feel threatened by uncertain or unknown situ- ations’ (Minkov & Hofstede, 2011, p.12). Collectivism is the extent to which people prioritise group cohesiveness (Tusar et al., 2016). Masculinity-femininity is concerned with culture rather than gender, in that a ‘masculine’ cul- ture pays attention to performance and outcomes, while a ‘feminine’ culture values the process. Cultures with a short-term orientation operate with a focus on achieving quick results. Long-term cultures, in contrast, focus on balanced development, paying more attention to future re- sults (Bukowski & Rudnicki, 2019). Hofstede Insights (2020) measured the scores for Jordan on each of these dimensions. On the dimension of power distance, Jordan scored 70, meaning that there is an unequal distribution of power among organisation- al members. Jordan scored 65 in uncertainty avoidance, meaning that 65% of Jordanian people feel threatened by the unknown. This may be due to the political situation that exists in the area. Jordan scored 30 in individualism, indicating that Jordanian people prioritise their family, their extended family, and the society around them. Along the same lines, Jordan scored 45 in masculinity, therefore, it is considered to be relatively feminine. Finally, Jordan scored 16 in long-term orientation, indicating that Jordani- ans tend to look for the achievement of quick results. In this paper, we examine these cultural dimensions in the context of the Jordanian banking industry. 2.2 Organisational Politics (OP) As with organisational culture, organisational politics can be defined in a number of ways. However, there are two main perspectives. To emphasise this point, Block (1988, p. 5) stated: ‘If I told you were a very political person, you would take it either as an insult or at best as a mixed blessing’. From the first point of view, political behaviour relates to the broad domain of interpersonal relationships (Aybar & Marsap, 2018). This means that the political be- haviour of employees depends on the situations that they might face within an organisation. For instance, as Fedor et al. (2008) argue, ‘The contribution of positive politics to the predication of employees’ reaction’ means that or- ganisational politics has positive and negative outcomes at each level (i.e., individual, group, and organisation). In the same vein, Drory and Vigoda-Gadot (2011) stress the positive aspects of organisational politics, particularly if one of the employees is acknowledged by his or her team members as being an excellent employee who wants to get promoted. Some aspects of good political behaviour require substantial interpersonal skill. On the other hand, Kacmar and Baron (1999, p.4) de- fine organisational politics as the ‘…actions by individuals which are directed toward the goal of furthering their own self-interest without regard for the well-being of others or their organisation’. In this interpretation, the activities of employees springing from their own self-interest are considered organisational politics in the workplace (Vigo- da-Gadot & Talmud, 2011; Zhang et al. 2019). Similarly, Landells and Albrecht (2017) have stated that examples of organisational politics include ignoring and neglecting the hierarchy in order to obtain promotions, lobbying manag- ers in one’s own self-interest, and obtaining specific tools through inappropriate means. All of these behaviours lead to the subversion of justice and fairness within the organ- isation, since all employees do not have the same political abilities. 2.3 Organisational Citizenship Behaviour (OCB) Organisational citizenship behaviour was identified by Khan et al. (2019) as essential behaviour for functioning organisations. Organisations cannot rely solely on regular behaviours. The need for innovation and constant change rely on behaviours beyond what is written in job descrip- tions. The need for such extraordinary behaviour is essen- tial, not just for innovation but also for survival (Pohl et al., 2019). OCB can play another role inside organisations: it can actually accommodate social interaction inside an organisation by working as a support system for coopera- tion in the event of contingencies or when seeking change (Haque et al., 2019). OCB reduces conflict and encourages teamwork, thereby increasing organisational effectiveness and productivity (Devece et al., 2016). According to Organ (1997), the dimensions of OCB are altruism, courtesy, cheerleading, peacekeeping, sports- manship, civic virtue, and conscientiousness. Civic virtue and conscientiousness are key to mutual assistance and teamwork in the workplace, improving organisational per- formance. Similarly, the cheerleading, peacekeeping, and sportsmanship dimensions reflect the nature of the rela- tionship among employees. At the same time, altruism and courtesy help prevent any miscommunication and reduce conflict (Arıkoğlu et al., 2019). As Lee and Allen (2002, p.132) state: ‘central to all definitions, however, is the idea that OCBs are employee behaviours that, although not critical to the task or job, serve to facilitate organisational functioning’. 3 Development of Hypothesis If all policies were applied to everyone within an or- ganisation, and individuals were treated fairly, it would be difficult to observe political behaviour. According to Landells and Albrecht (2017), the political behaviour of individuals within an organisation changes according to the management philosophy. This makes organisations un- 39 Organizacija, V olume 54 Issue 1, February 2021 Research Papers predictable. Consequently, tangible and intangible reward distribution is based on the strength of the relationship with management. Leslie and Gelfand (2012) suggested two main propo- sitions based on Hofstede’s culture theory. The first prop- osition states that OP is socially and culturally embedded, because individuals within organisations have to deal with each other on a daily basis. This leads us to the second proposition, that organisational culture influences OP. In their meta-analysis, Watkin et al. (2014) used a sample of 292 participants to examine the link between perception of uncertainty and OP. They identified a weak correlation be- tween high power distance cultures and OP. These authors found that despite the fact that individuals generally react negatively to OP, people vary in how they perceive OP ac- cording to their culture (Lesli & Gelfand, 2012; Slawinski et al., 2019). Organisations with higher power distance generally accept the chain of command and unequal distributions of power. On the other hand, organisations with low pow- er distance support the concept of empowerment. Under these circumstances, employees do not feel the burden of rules and regulations, which encourages them to engage in political behaviour (Elbana, 2016). In the same way, masculine organisations are directed towards achieve- ment and competition, therefore there is a higher chance that members of an organisation will act politically in the workplace, due to the heated competition and having to accomplish the required tasks in one way or another (Ka- wiana et al., 2018). Similarly, a person in an individualistic culture stands for ‘I’ more than ‘We’. Employees perceive that people engage in political behaviour when they work hard in their own self-interest. Conversely, in a collectivist culture, employees are very cooperative with each other, tending to support and help their colleagues or subordi- nates. People do not prioritise their own self-interest in the workplace, so there is little opportunity for political be- haviour (Bukowski & Rudnicki, 2019). Based on this, we hypothesise that: H1: Cultural dimensions have a significant relationship with organisational politics. H1a: Power distance has a significant relationship with organisational politics. H1b: Masculinity has a significant relationship with organisational politics. H1c: Uncertainty avoidance has a significant relation- ship with organisational politics. H1d: Collectivism has a significant relationship with organisational politics. Previous studies on OP have examined it in terms of negative organisational outcomes such as stress lev- els (Yang, 2019), work tension (Meisler & Vigoda-Gad- ot, 2014), and employee turnover (Rizwan et al., 2019). High OP is associated with negative behaviour on the part of employees within the workplace (e.g., employee absenteeism, intention to quit, and employee resentment). Moreover, several studies have found a strong connec- tion between OP and negative employee outcomes such as absenteeism, intention to leave, and employee turnover (Hsiung et al., 2012; Yang, 2019). Furthermore, employ- ee with high political behaviour can be harmful and have a negative effect on group unity within an organisation, potentially encouraging employees to work in their own personal interest (Rizwan et al., 2019). Hence, it is expect- ed that a high level of perceived OP will have a negative influence on OCB. A growing body of literature on how employees per- ceive political behaviour does indeed demonstrate a nega- tive association with OCB (Lau et al., 2017). On the other hand, few studies claimed that organiza- tional politics accompanied with positive outcomes. Solís and Monroy (2015), for example, argue that individuals within organisations might engage in political behaviour and produce a positive organisational outcome if OP is the best way to get things done. Along the same lines, Fedor et al. (2008, p.78) state: ‘what may make political (i.e., non-normative, self-serving) behaviours positive is the ex- tent to which these self-serving behaviours are considered as legitimate or consistent with goals that enhance organ- isational effectiveness.’ However, despite this argument regarding the possible positive influence of OP on OCB, the majority of the literature has examined the dark side of political behaviour (for example Khan et al., 2019; Malik et al., 2019). Based on the research reviewed above, we expect OP to have a direct negative effect on OCB. Thus, we hypoth- esise that: Hypothesis 2: Organisational politics has a negative influence on OCB. Previous studies have examined the influence of fac- tors mediating between organisational culture and OCB. Farzaneh et al. (2014), for example, found that empow- erment, trust, organisational support, and organisational justice mediate the relationship between organisational culture and OCB. Procedural justice and employee com- mitment have also been found to be mediating factors be- tween organisational culture and OCB (Chun et al., 2013). To the best of the researchers’ knowledge, the relationship between Hofstede’s cultural dimensions and POP has not been explored in detail in the literature As discussed above, organisations with low power distance tend to empower their employees. This increases the opportunities for them to engage in political behaviour (Elbana, 2016). This engagement in such behaviour will affects employees OCB (Lau et al., 2017). In the same way, Malik et al. (2019) proposed that individualistic or- ganisations that support ‘I’ more than ‘We’ - in other words ‘competition’ - have employees who might act politically in order to achieve some personal goal. This leads us to 40 Organizacija, V olume 54 Issue 1, February 2021 Research Papers believe that employee perceptions of political behaviour may affect OCB. Therefore, we hypothesise: Hypothesis 3: Perceived organisational politics medi- ates the relationship between organisational cultural di- mensions and OCB. 4 Methods 4.1 Participant and Data Collection Procedure The present study was conducted in the banking in- dustry in Amman, Jordan. Banking industry in Jordan in- cludes 25 banks (16 national and 9 foreign). The research team obtained a permission to disrepute the survey in 15 banks (all located in the capital city Amman). According- ly, participants were senior-level employees at 15 banks. These participants worked in different departments (e.g., clearing, risk management, sales and marketing, loans and credit). Those employees were chosen based upon con- venience sampling. This sampling method is considered suitable for exploratory studies as there are no intention to achieve generalization or representativeness (Cohen et al., 2017). This study is exploratory as it aims to explore the relationship between organisational culture and organ- isational citizenship behaviour through how employees perceive political behaviour within organisations. Sub- sequently, convenience sampling was recognized to be proper for this purpose of this study. The research team contacted the Human Resources department at each bank to obtain a list of employee contacts. We sent an email with a URL survey link to a total of 720 employees, attaching a letter that assured confidentiality. The HR department in each bank also sent an email to encourage employees to respond to the survey. Data was collected in the period between October 2019 and December 2019. The survey was comprised of three parts (see Appendix for details). The first part addressed organisational culture, the second addressed perceived organisational politics (POP), and the final part addressed organisational citizenship behaviour (OCB). The response rate was 76% (543 respondents). Of these responses, 532 were usable for further analysis. The respondents’ average age was 31.4 years. Of the 532 usa- ble responses, 62% came from male employees. The or- ganisational tenure of the respondents was 4.4 years on av- erage. In terms of educational level, 79% held a Bachelor’s degree, 15% held a Master’s degree, and 6% held a PhD. 4.2 Measures The questionnaire was translated from English to Ara- bic and back-translated to English. Hence translation and back-translation were undertaken (Brislin, 1980). The present study used a five-point Likert scale: strongly dis- agree = 1, disagree = 2, neutral = 3, agree = 4, strongly agree = 5. 4.2.1 Organisational Culture In terms of organisational culture, we used measures suggested by Hofstede (2001). For this construct, 16 items were used with four different subscales: 1) Power distance (α = 0.91), 2) uncertainty avoidance (α = 0.94), 3) collec- tivism (α = 0.93), and 4) masculinity vs. femininity (α = 0.92). The reliability of the 18 items was 0.81. Examples of the items were: ‘My manager makes most decisions without consulting subordinates’, ‘I would be willing to consider taking a new and comparable job if it were of- fered today or tomorrow’, and ‘I would not get the proper opportunity if I left my current organisation’. 4.2.2 Organisational Politics (OP) The present study has adopted a shorter version of the scale created by Kacmar and Ferris (1991) and further de- veloped by Kacmar and Carlson (1997). This scale has five items that measure the perception of employees towards OP. Examples of the items include: ‘Favoritism rather than merit determines who gets ahead around here’ and ‘There is a group of people in my department who always get things their way because no one wants to challenge them.’ The reliability coefficient was 0.90. 4.2.3 Organisational Citizenship Behaviour (OCB) We used eight items to measure OCB with a scale de- veloped by Lee and Allen (2002). Examples of the items are: ‘Attends functions that are not required but that help the organisational image’ ‘Helps others who have been ab- sent’ and ‘Assists supervisor with his/her work (when not asked)’. The reliability for this scale was 0.88. 5 Data Analysis A two-step approach was employed to analyse the data: 1) a measurement model to ensure the validity of the research instrument, and 2) a structural path analysis. 5.1 Measurement Model Two validity tests were conducted to evaluate the measurement model in terms of 1) convergent validity and 2) discriminant validity. 41 Organizacija, V olume 54 Issue 1, February 2021 Research Papers 5.1.1 Convergent Validity Convergent validity is usually established by assessing the loadings of the measurements used, the composite re- liability, and the average variance extracted (A VE) (Hair et al., 2013). As indicated in Table 1, the loadings of each construct’s items were all above 0.708, the composite reli- ability of all constructs exceeded 0.7, and the A VE values of all constructs were higher than the recommended coef- ficient of 0.5. The cross-loading of all construct indicators was evaluated. Table 1 shows that the loadings of each construct’s indicators were substantially higher than their cross-loadings with other constructs, confirming the dis- criminant validity of the dataset (as per Wang et al., 2015). Additionally, the internal consistency of all constructs was measured using Cronbach’s Alpha (α). As demonstrated in Table 1, Cronbach’s Alpha for all constructs was above 0.7, showing that the constructs are internally consistent. 5.1.2 Discriminant Validity Fornell-Larcker’s (1981) criterion was used to assess discriminant validity. To confirm discriminant validity, the squared root of the A VE value for each construct must be higher than the construct’s correlations with other con- structs. As can be seen in Table 2, the square root of the A VE value for each construct is significantly higher than the construct’s correlation with any other construct, indi- cating discriminant validity. Table 1: Convergent Validity “Cross Loading” Cross-loading Construct CR AVE Item Construct COL MAS OCB POP POW UA Power Distance (POW) 0.94 0.80 POW1 0.90 0.36 0.34 0.55 -0.03 0.39 POW2 0.91 0.32 0.43 0.56 0.07 0.39 POW3 0.88 0.29 0.32 0.53 0.17 0.41 POW4 0.88 0.28 0.30 0.56 0.16 0.43 Masculinity (MAS) 0.96 0.88 MAS1 0.34 0.90 0.29 0.40 0.17 0.34 MAS2 0.32 0.97 0.31 0.40 0.16 0.39 MAS3 0.38 0.92 0.34 0.44 0.21 0.38 MAS4 0.29 0.95 0.32 0.39 0.18 0.41 Organisational Citizenship Be- haviour (OCB) 0.92 0.60 OCB1 0.45 0.25 0.81 0.45 0.06 0.37 OCB2 0.42 0.25 0.83 0.44 0.09 0.4 OCB3 0.28 0.28 0.79 0.35 0.07 0.21 OCB4 0.3 0.23 0.73 0.28 0.07 0.29 OCB5 0.24 0.27 0.76 0.26 0.1 0.31 OCB6 0.20 0.32 0.74 0.27 0.1 0.21 OCB7 0.23 0.21 0.76 0.27 0.12 0.3 OCB8 0.24 0.29 0.77 0.31 0.12 0.22 Organisational Politics (OP) 0.94 0.78 OP1 0.48 0.37 0.42 0.87 0.11 0.58 OP2 0.55 0.35 0.40 0.87 0.15 0.61 OP3 0.57 0.39 0.37 0.92 0.04 0.54 OP4 0.51 0.37 0.42 0.87 0.01 0.46 OP5 0.65 0.43 0.36 0.87 -0.04 0.49 42 Organizacija, V olume 54 Issue 1, February 2021 Research Papers Collectivism (COL) 0.97 0.90 COL1 0.09 0.19 0.08 0.06 0.96 0.28 COL2 0.09 0.14 0.11 0.04 0.94 0.26 COL3 0.11 0.17 0.09 0.06 0.95 0.3 COL4 0.1 0.20 0.14 0.06 0.95 0.25 Uncertainty Avoidance (UA) 0.95 0.84 UA1 0.41 0.39 0.38 0.55 0.37 0.93 UA2 0.39 0.37 0.39 0.53 0.31 0.95 UA3 0.46 0.33 0.29 0.604 0.08 0.88 UA4 0.38 0.37 0.34 0.51 0.31 0.91 Table 1: Convergent Validity “Cross Loading” (continues) CR: Composite Reliability, AVE: Average Variance Extracted * Questionnaire items are presented in the Appendix Table 2: Discriminant Validity Correlation (*square root of AVE for each construct) Construct AVE MAS POW OCB POP COL UA MAS 0.88 0.93* POW 0.80 0.36 0.89* OCB 0.60 0.34 0.40 0.77* POP 0.78 0.44 0.62 -0.46 0.88* COL 0.90 0.19 0.10 0.11 -0.06 0.94* UA 0.84 0.40 0.45 0.38 0.61 0.29 0.91* 5.2 Structural Model This stage was performed using the SmartPlus3 soft- ware package. Before proceeding to examine the proposed paths, the fit indices of the research model were exam- ined. Three indices were used to measure goodness of fit, including the Normed Fit Index (NFI), the Standardised Root Mean Square Residual (SRMR), and the exact model fit (bootstrapped based on statistical inference). The results indicate that the values of NFI = 0.9422 (> 0.9) ¸ SRMR = 0.037 (< 0.08) and the dULS < bootstrapped HI 95% of dULS and dG < bootstrapped HI 95% of dG. These results are all within the values recommended by Ramayah et al. (2017). It can be concluded that the data fits the research model. As demonstrated in Figure 1, the four dimensions of organisational culture explained 55% (R2 = 0.55) of the variance in perceived organisational politics (OP). Addi- tionally, OP explained 20.1% (R2 = 0.201) of the variance in organisational citizenship behaviour (OCB). In terms of the path analysis, power distance (POW) had the strong- est significant positive effect on OP (β = 0.399, t = 30.7), while masculinity (MAS) had the weakest significant posi- tive effect on OP (β = 0.159, t = 12). Uncertainty avoidance (UA) had a significant positive effect on OP (β = 0.396, t = 26.3). The only significant negative effect on OP came from collectivism (COL) (β = - 0.123, t = 13). Finally, POP had a significant negative effect on the organisational citi- zenship behaviour (OCB) (β = - 0.448, t = 42.1). 5.3 Mediation Analysis A Sobel (1982) test was performed to examine whether POP mediates the relationship between organisational cul- ture dimensions and OCB. As shown in Table 3, the find- ings of the Sobel test indicate that all effects of organisa- tional culture dimensions on OCB are mediated by POP . In other words, POP carries the effects of the organisational culture dimensions on OCB to a significant degree. 43 Organizacija, V olume 54 Issue 1, February 2021 Research Papers Figure 1: Structural Model (Path Analysis) Table 3: Mediation Test Independent Variable Mediator Dependent Variable t-statistic P-value UA POP OCB 5.7 <0.0001 COL POP OCB 4.4 <0.0001 MAS POP OCB 4.9 <0.0001 PD POP OCB 5.3 <0.0001 6 Discussion 6.1 Theoretical implications This study contributes to existing research on how or- ganization politics leads employees to have lower OCB (Khan et al., 2019). It examines how organisational culture affects organisational citizenship through perceived or- ganisational politics, given that previous studies regarding organisational culture and OCB have shown inconsistent and unsatisfying results (Hsiung et al., 2012). Three major hypotheses were formulated to examine the relationship among variables. All of the hypotheses were supported by the results of the structural modelling, as shown above, which provides more validation and expands the scope of research on this topic. In contrast with the organisational culture relationships investigated in previous studies (Watkin et al., 2014; Elba- na, 2016), the present study considered OP as a mediator variable, answering calls for this in previous research (e.g. Taylor, 2013). In the current study, we provide a mediating model based on OP and link these dimensions together for the first time. As shown in Figure 1, the findings demonstrate a positive relationship between Hofstede’s (2001) cultural dimensions and OP. Of these dimensions, power distance had the strongest effect on OP, consistent with the results of previous studies (Elbana, 2016). Uncertainty avoidance also demonstrated a positive effect on OP, consistent with the results of Slawinski et al. (2019). Masculinity had the weakest effect on OP, supporting the result in Hofstede Insight (2020) that Jordanian society tends to be more feminine. Collectivism had a negative relationship with OP, which can be explained by the tendency of employees in Jordan to encourage relationships in which every indi- vidual in a group takes responsibility for their colleagues (Hofstede Insight, 2020). In sum, the study found that or- ganisational culture does have an impact on OP . To the best of the researchers’ knowledge, this is the first time that the relationship has been examined in Jordan, providing in- sight into these phenomena within a new cultural context. 44 Organizacija, V olume 54 Issue 1, February 2021 Research Papers As shown in Figure 1, POP has a negative effect on OCB. This finding is consistent with previous studies (e.g. Abbas et al., 2014; Malik et al., 2019). This provides fur- ther validation of the findings, responding to calls to ex- amine this relationship in different contexts, with a larger sample size, and a research design that covers more than one organisation (De Clerq et al., 2017). This finding gives an indication of the damaging impact of POP on favoura- ble work outcomes in terms of OCB within organisations. Finally, previous studies have shown inconsistency in terms of how organisational culture can impact OCB (Hsi- ung et al., 2012; Newman et al., 2017). The present study gives us increased insight into the relationship between or- ganisational culture and OCB and forms a foundation for potential future research. This study could be replicated in organisations in neighbouring Arab countries in an attempt to find out more about how values might differ from one culture to another. 6.2 Practical implications This study has important implications for our under- standing of how employees behave within a certain cultur- al setting, making it useful in a work context. Understand- ing employee behaviour in terms of cultural dimensions may provide more guidance on how to encourage certain behaviours on the part of employees, for example by using more appropriate and effective policies and strategies. The cultural dimensions we examined had important implica- tions for organisations to consider when managing em- ployees in Jordan. For example, the dimensions of uncer- tainty avoidance and power distance were found to be of greater importance than the others in terms of how Jorda- nian employees perceive OP. Managers need to be aware of how to direct their strategies to improve the behaviour of their employees and enhance effectiveness in general (Pohl et al., 2019). The results of the study showed a neg- ative relationship between POP and OCB. Consequently, management within an organisation should pay attention to the destructive effect that OP has on employees and at- tempt to reduce such behaviour within organisations. 6.3 Limitations There are several limitations to this research. First of all, the present study is a cross-sectional study, which weakens the evidence of any relationship between the var- iables considered in the study. Therefore, we suggest that future research use a longitudinal design in order to cap- ture the whole picture of such relationships. Furthermore, we have targeted a particular Jordanian industry, limiting the study to Jordanian employees in the banking sector. These employees are from the same area (Amman) and share similar circumstances and a similar work culture. This means that the generalisability of the findings may be limited. Therefore, further research is recommended in a different industry. It would also be beneficial to conduct more research using the same variables in a neighbouring country to provide more validation for the model. Final- ly, further research is suggested using dependent variables other than organisational citizenship behaviour (e.g. em- ployee creativity). 7 Conclusion The key question in the present study was as follows: do cultural dimensions make an essential contribution to OCB through affecting POP? In answering this question, the study has responded to calls to examine the relationship between POP and OCB in different contexts, as well as to consider POP as a mediating variable. The relationships associated with organisational culture were tested, with four dimensions examined to find out more about the im- pact of organisational culture on the way in which employ- ees perceive organisational politics. The results showed that some dimensions, such as uncertainty avoidance and power distance, had a stronger effect on how employees perceive organisational polities than other dimensions. Collectivism demonstrated a negative relationship with OP, as people in Jordan tend to work in groups and take responsibilities for their colleagues in the workplace. This helps us to determine which factors really matter when it comes to dealing with organisational politics. The study examined how perceived organisational pol- itics can mediate the relationship between organisational culture and organisational citizenship behaviour, with OP found to have a negative effect on OCB. 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European Journal of Work and Organizational Psychology, 26(2), 250–262. https:// doi.org/10.1080/1359432x.2016.1251417 Zhang, Q., Sun, S., Zheng, X., & Liu, W. (2019). The role of cynicism and personal traits in the organizational political climate and sustainable creativity. Sustain- ability, 11(1), 257. https://doi.org/10.3390/su11010257 Amro Al-Madadha holds a PhD in Management from Cardiff Metropolitan University – United Kingdom, he holds an MBA from New York Institute of Technology. His B.Sc. in Banking Management from Hashemite University Currently, Dr Al-Madadha teaches at Princess Sumaya University for Technology (PSUT) and he is the Vice Dean for King Talal School of Business Technology. Amro’s research focuses on leadership, empowerment, creativity, organizational behavior and human resource management. His research has been published at several international journals. Ahmad Samed Al-Adwan, PhD, is the Vice Dean for academic affairs and an Associate Prof. of Electronic Business and Commerce, Business School, at Al- Ahliyya Amman University, Jordan. He holds a Ph.D. in Management Information Systems Studies/E-business, and M.Sc. in Information Technology Management from the University of Wales, UK. He is particularly interested in using management information systems to inform long-lasting developments in ICTs. His research interests include user acceptance of ICT and information systems, modelling ICT, e-learning, SME, management information systems. Fida Amin Zakzouk is a faculty member at King Talal School of Business and Technology-Business Administration Department, Princess Sumaya University of Technology Amman, Jordan. She earned her Bachelor’s degree in Accounting from Mutah University, Jordan. In 2011 Fida earned her MBA degree in Management, from Strayer University, USA. Mrs. Fida has over 10 years of practical experience in Management and over 6 years in Academia, which enabled her to offer students more than just a traditional lecture. Organizacijska kultura in obnašanje v dobrobit organizacija: temna stran organizacijske politike Ozadje in namen: Organizacijska politika lahko bistveno negativno vpliva na uspešnost zaposlenih, vendar številne organizacije še vedno niso pozorne na to možnost organizacijskega vedenja. V naši študiji želimo raziskati razmerje med organizacijsko kulturo in obnašanjem v dobrobit organizacije upoštevajoč, kako zaposleni dojemajo politično vedenje v organizacijah. Metode: Uporabljena je bila tehnika enostavnega vzorčenja, kvantitativni podatki so bili zbrani od 532 zaposlenih v jordanski bančni industriji s pomočjo spletnih anket. Za preizkušanje hipotez študije smo uporabili modeliranje strukturnih enačb (SEM). Rezultati: Organizacijska kultura v bančništvu vpliva na to, kako zaposleni dojemajo politično vedenje. Negativno dojemanje političnega vedenja zaposlenih pa negativno vpliva na vedenje zaposlenih v dobrobit organizacije. Naše ugotovitve so odgovor na zaključke in predloge drugih raziskav, ki pozivajo, da se bolje prouči škodljive vplive orga - nizacijske politike na rezultate zaposlenih. Zaključek: Organizacije bi morale biti bolj pozorne na škodljive učinke organizacijske politike in poskušati takšno vedenje čim bolj zmanjšati. V nasprotju s tem, vedenje v dobrobit organizaciji koristi organizacijski uspešnosti, zato ga je treba izboljšati z izvajanjem učinkovitejših politik in strategij. Ključne besede: Organizacijska kultura; Zaznana organizacijska politika; Obnašanje v dobrobit organizacije. 48 Organizacija, V olume 54 Issue 1, February 2021 Research Papers Appendix: List of Measurement Items Organizational Culture 1- POW: Power Distance POW1: My manager makes most decisions without consulting subordinates. POW2: My manager uses authority and power when dealing with subordinates POW3: My Manager rarely ask for the opinions of employees. POW4: I should not disagree with management decisions. 2- UA: Uncertainty Avoidance UN1: It is important for me to have job requirements and instructions spelled out in detail so that I always know what I am expected to do. UN2: I am willing to consider taking a new and comparable job if it is offered today or tomorrow . UN3: Rules and regularities are important because they inform me about what the organization expects of me. UN4: I would not get the proper opportunity, if I left my current organization. 3- MAS: Masculinity MAS1: Meetings are usually run more effectively when they are chaired by a man. MAS2: It is more important for men to have a professional career than it is for women to have a professional career. MAS3: Men usually solve problems with logical analysis; women usually solve problems with intuition. MAS4: Solving organizational problems usually requires an active, forcible approach which is typical of men. 4- COL: Collectivism COL1: Group welfare is more important than individual rewards. COL2: Group success is more important than individual success. COL3: Being accepted by the members of your workgroup is very important. COL4: I pursue my goals after considering the welfare of the group. Organisational Politics OP1: People in this organization attempt to build themselves up by tearing others down. OP2: Favoritism rather than merit determines who gets ahead around here. OP3: There is a group of people in my department who always get things their way because no one wants to challenge them. OP4: - Good ideas are desired even if it means disagreeing with superiors. OP5: Agreeing with powerful others is the best alternative in this organization. Organisational Citizenship Behavior OCB1: - I help others who have been absent. OCB2: I willingly give my time to help others who have work-related problems. OCB3: I adjust my work schedule to accommodate other employees’ requests for time off. OCB4: I go out of the way to make newer employees feel welcome in the work group. OCB5: I Show genuine concern and courtesy toward co-workers, even under the most trying business or personal situations. OCB6: Assists supervisor with his/her work (when not asked). OCB7: I assist others with their duties. OCB8: Attend functions that are not required but that help the organizational image.