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PurposeThe purpose of this paper is to examine how a cognitive process, transcendence, moderates the relationship between perceptions of organizational politics (POPs) and several work outcomes.Design/methodology/approachParticipants across two studies (Study 1: 187 student-recruited working adults; Study 2: 158 information technology employees) provided a demographically diverse sample for the analyses. Key variables were transcendence, POPs, job satisfaction, job tension, emotional exhaustion, work effort, and frustration.FindingsResults corroborated the hypotheses and supported the authors' argument that POPs lacked influence on work outcomes when individuals possessed high levels of transcendence. Specifically, high levels of transcendence attenuated the decreases in job satisfaction and work effort associated with POPs. Additionally, transcendence acted as an antidote to several workplace ills by weakening the increases in job tension, emotional exhaustion, and frustration usually associated with POPs.Research limitations/implicationsThis study found that transcendence, an individual-level cognitive style, can improve work outcomes for employees in workplaces where POPs exist. Future studies should use longitudinal data to study how changes in POPs over time affect individuals' reported levels of transcendence.Practical implicationsAlthough it is impossible to eliminate politics in organizations, antidotes like transcendence can improve individuals' responses to POPs.Originality/valueThis study is one of the first to utilize an individual-level cognitive style to examine possible options for attenuating the effects of POPs on individuals' work outcomes.

AbstractSustainability depends on a balanced relationship of the triple bottom line – people, profit and planet. However, limited research exists on how employees comprise the people component as vital stakeholders. The advancement of sustainability research has been hampered by the lack of a comprehensive measure incorporating three dimensions. Hence, three studies were conducted to develop a measure. In Study 1, qualitative interviews with 16 sustainability executives and a literature review led to development of 41 items. In Study 2, exploratory factor analysis of the measure with 102 working adults confirmed three dimensions and reduced it to 34 items. In Study 3, confirmatory factor analysis of panel data from 119 human resource managers resulted in a fit with three dimensions. SEM analysis indicated an antecedent relationship with innovative culture, learning orientation, and a supportive and collaborative culture. The people dimension is related to organizational identification as an important outcome. Strengths, limitations and directions for future research are discussed.