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"Power can be portrayed as a resource - a sort of reservoir of force- that can be used by an agent to change the behaviour of another. The actual application of that force is what we mean by "influence". Through the application of power, A has the capacity to influence B in ways that s/he would otherwise not behave. As Hardy (1995, p.xiii) has pointed out, this rather simple notion has been "challenged, amended, critiqued, extended and rebuffed over the years, but nevertheless remains the starting point for a remarkably diverse body of literature."'

Porter, L. W., Angle, H. L., & Allen, R. W. (Eds.). (2003). Organizational influence processes. ME Sharpe.

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Manifest conflict is the activity dimension of conflict. Conflictual behavior refers to overt activity like written or oral exchanges expressing disagreement between two or more parties. Conflictual behavior can range from passive resistance to overt aggression.

Habib, G. M. (1987). Measures of manifest conflict in international joint ventures. Academy of Management Journal, 30(4), 808-816.

Pondy, L. R. (1967). Organizational conflict: Concepts and models. Administrative science quarterly, 296-320.

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Perceived conflict is an individual's perception or awareness of being in conflict with another. It is a cognitive state. Stress, tension, hostility, and anxiety characterize affective conflict. These feelings are necessary, but not sufficient, conditions for conflictual behavior to arise.

Habib, G. M. (1987). Measures of manifest conflict in international joint ventures. Academy of Management Journal, 30(4), 808-816.

Pondy, L. R. (1967). Organizational conflict: Concepts and models. Administrative science quarterly, 296-320.

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Latent conflict encompasses potential sources of conflictual behavior like role deviance, allocation of resources, divergence of goals, bad communication, and drives for autonomy.

Habib, G. M. (1987). Measures of manifest conflict in international joint ventures. Academy of Management Journal, 30(4), 808-816.

Pondy, L. R. (1967). Organizational conflict: Concepts and models. Administrative science quarterly, 296-320.

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Political skill is defined as "the ability to effectively understand others at work, and to use such knowledge to influence others to act in ways that enhance one’s personal and/or organizational objectives".

Ahearn, K. K., Ferris, G. R., Hochwarter, W. A., Douglas, C., & Ammeter, A. P. (2004). Leader political skill and team performance. Journal of Management, 30, 309–327

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Task conflict exists when there are disagreements among group members about the content of the tasks being performed, including differences in viewpoints, ideas, and opinions.

Jehn, K. A. (1995). A multimethod examination of the benefits and detriments of intragroup conflict. Administrative science quarterly, 256-282.

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Values are the beliefs held by an individual regarding behavioral choices such as choosing business objectives and actions

Rokeach, M. (1973). The nature of human values. New York: The Free Press.

Systems justification theory contends that low-power individuals justify, psychologically support and maintain systems that subordinate them.

Jost, J. T., & Banaji, M. R. (1994). The role of stereotyping in system‐justification and the production of false consciousness. British Journal of Social Psychology, 33(1), 1-27.

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Employee silence refers to the intentional withholding of information by employees from others (Johannesen, 1974). However, not every case of noncommunication represents employee silence. It is characterized only by the noncommunication resulting from a conscious decision of employees to hold back seemingly important information, including suggestions, concerns, or questions (Morrison and Milliken, 2000).

Tangirala, S., & Ramanujam, R. (2008). Employee silence on critical work issues: The cross level effects of procedural justice climate. Personnel Psychology, 61(1), 37–68.

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Paradox reflects contradictory yet interrelated elements that exist simultaneously and persist over time. This definition highlights two components of paradox: (1) underlying tensions—that is, elements that seem logical individually but inconsistent and even absurd when juxtaposed—and (2) responses that embrace tensions simultaneously

Smith, W. K., & Lewis, M. W. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of Management Review, 36(2), 381–403.

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Compassion consists of attention to or noticing of suffering; empathetic concern, a felt relation with the other; and action to lessen or relieve suffering.

Kanov, J. M., Maitlis, S., Worline, M. C., Dutton, J. E., Frost, P. J., & Lilius, J. M. (2004). Compassion in organizational life. American Behavioral Scientist, 47(6), 808–827.

Misery and Company: Sympathy in Everyday Life, Clark. (n.d.). Retrieved November 15, 2012, from http://www.press.uchicago.edu/ucp/books/book/chicago/M/bo3631372.html

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Social loafing is the reduction in motivation and effort when individuals work collectively compared with when they work individually or coactively. Latane, Williams, and Harkins (1979) even suggested that social loafing is a type of social disease, having "negative consequences for individuals, social institutions, and societies".

Karau, S. J., & Williams, K. D. (1993). Social loafing: A meta-analytic review and theoretical integration. Journal of personality and social psychology, 65(4), 681.

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Learning is the human process by which skills, knowledge, habit and attitudes are acquired and altered in such a way that behaviour is modified.

Beach, D. (1980), Personnel: The Management of People at Work, Macmillan, New York, NY

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Attitude consists of relatively enduring beliefs around a specific object or situation, predisposing one to respond in some preferential manner.

Rokeach, M. (1968). Beliefs, attitudes, and values: A theory of organization and change. San Francisco, CA: Jossey-Bass.

According to a frequently quoted classical definition, it is a more or less consistent pattern of affective, cognitive, and conative or behavioral responses (or of feeling, thinking and behaving)towards a psychological object, but the consistency implied by this definition is a supposition that is frequently unmatched by reality, and it is possible to have an attitude towards something without ever having an opportunity to express it in behavior.

Colman, A. M. (2009). A Dictionary of Psychology. Oxford University Press.

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Values are a) beliefs; b) pertaining to desirable end states or modes of conduct; that c) transcend specific situations; and d) guide selection or evaluation of behavior, people, and events. Values represent responses to universal requirements of people living in society .

Schwartz, S. H. (1994). Are there universal aspects in the structure and contents of human values? Journal of Social Issues, 50, 19–45. doi: 10.1111/j.1540-4560.1994.tb01196.x

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In abstract terms, context is the set of circumstances in which phenomena (e.g. events, processes or entities) are situated. The context typically exists at a unit of analysis above the phenomena being investigated (Mowday & Sutton, 1993) and the context can explain some salient aspect of the phenomena (Cappelli & Sherer, 1991).

Griffin, M. A. (2007). Specifying organizational contexts: systematic links between contexts and processes in organizational behavior. Journal of Organizational Behavior, 28(7), 859–863. doi:10.1002/job.489

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Culture can be defined as (a) a pattern of basic assumptions, (b) invented, discovered, or developed by a given group, (c) as it learns to cope with its problems of external adaptation and internal integration, (d) that has worked well enough to be considered valid and, therefore (e) is to be taught to new members as the (f) correct way to perceive, think, and feel in relation to those problems.

Schein, E. H. (1990). Organizational culture. American psychologist, 45(2), 109.

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Organizational effectiveness is broader and captures organizational performance plus the plethora of internal performance outcomes normally associated with more efficient or effective operations and other external measures that relate to considerations that are broader than those simply associated with economic valuation (either by shareholders, managers, or customers), such as corporate social responsibility.

Richard, P. J., Devinney, T. M., Yip, G. S., & Johnson, G. (2009). Measuring Organizational Performance: Towards Methodological Best Practice. Journal of Management, 35(3), 718–804. doi:10.1177/0149206308330560

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Organizational performance encompasses three specific areas of firm outcomes: (a) financial performance (profits, return on assets, return on investment, etc.); (b) product market performance(sales, market share, etc.); and (c) shareholder return (total shareholder return, economic value added, etc.).

Richard, P. J., Devinney, T. M., Yip, G. S., & Johnson, G. (2009). Measuring Organizational Performance: Towards Methodological Best Practice. Journal of Management, 35(3), 718–804. doi:10.1177/0149206308330560

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A classification system is a set of specified rules for describing the structure of and relations among a set of objects drawn from some domain that permits similar units to be assigned to a smaller number of categories. They identify four basic steps that are required to generate a classification:

• Specification of the domain of objects to be classified,
• definition and measurement of the essential properties of objects lying in this domain,
• appraisal of the relative similarity of these objects to each other, and
• specification of decision rules for determining when objects display sufficient similarity to permit assignment to a common category

Fleishman, E. A., & Mumford, M. D. 1991. Evaluating classifications of job behavior: A construct validation of the ability requirement scales. Personnel Psychology, 44:523-575.