Purpose: The purpose of this paper is to review literature in the area of perceived organizational politics (POPs) and to present a model that explains the positive role of the phenomenon in the workplace. This involves understanding how POPs have evolved from playing a much-publicized destructive role to an emerging constructive one. Design/methodology/approach: An integrative review method was used to review articles on POPs published over the last 13 years (2010–2022). The primary sources of information were several databases, such as ISI Web of Science, Google Scholar, and Scopus. Specific search terms were considered to find relevant articles, leading to 7803 articles (3894 hits on Scopus, 1723 hits on Google Scholar, and 2186 hits on Web of Science). These studies were further examined for their relevance to this study, and 103 articles were identified. The application of exclusion criteria funneled them to 66 studies. The articles, employing quantitative, mixed, and qualitative approaches were coded. The themes were subsequently determined. Findings: The review notes that the POPs literature emphasis is shifting from a negative and dysfunctional approach to one where positive organizational outcomes are possible. The review concludes that POPs have functional consequences too. The phenomenon could illuminate favorable workplace outcomes if viewed as an enhancer rather than a hindrance. POPs should be viewed as a phenomenon that for all purposes is essentially neutral. It is individuals who label the otherwise neutral construct as negative (negative POPs) or positive (positive POPs). Practical implications: The paper reveals how antecedents help organizational members label politics as positive. Perceived organizational politics is largely a neutral construct until the perceiver decides to label it otherwise. A positive perception of politics is significant in predicting important employee outcomes such as motivation, employee satisfaction, and job performance. Management needs to invest in antecedents and moderators to help employees label the construct as positive rather than negative. Originality/value: The study is an original review of the positive POPs literature to identify the significant antecedents, moderators, and work outcomes, vital to organizational success.

On the morning of the 7th of October, the Hamas organization launched an attack on Israel, causing over 1200 casualties and kidnapping over 250 Israeli citizens. Israeli workers, their families, and the country’s economy were all directly impacted by the war. The effects of the war were vast and created many challenges for the HR departments in various organizations. The HR departments had to respond to these issues with promptness, determination, and thoroughness. I will discuss the functions of HR departments during times of war in this opinion piece. They include eliminating ambiguity and uncertainty; providing managers with the tools they need to handle such circumstances; maintaining resilience and high morale; overseeing volunteer programs; maintaining contact with the reserve forces; providing support to war-affected families; carrying out an effective workforce reduction without jeopardizing the company’s ability to continue operations; and managing workplace tensions.

Since the onset of the COVID-19 pandemic, academic research has primarily focused on the challenges posed by flexible working arrangements. However, there has been a lack of exploration into managers’ intentions to either promote or reject remote work. This paper utilizes a TAM analysis to examine managers’ attitudes and motivations towards implementing telework in a sample of European companies. Our findings reveal that this intention is largely influenced by their perception of its usefulness. Additionally, telework is more likely to be accepted when managerial teams believe that those who hold significance to them also support the implementation of flexible work practices in their companies. Our research contributes to the existing literature by considering the impact of job performance, quality of output, and digital skills on telework adoption. The results confirm that skills related to communication and team building are crucial competencies for successfully implementing telework. The ability of leaders to effectively build, motivate, recognize, and hold accountable teams in virtual environments can make all the difference.