Perceived effectiveness of influence strategies among Hong Kong managers
AbstractThis study extended recent attempts to build a conceptual framework for the study of organizational influence behaviors. A hundred and four Hong Kong managers rated the perceived effectiveness of 16 influence tactics in six scenarios, covering three directions of influence—upward, downward, and lateral. Results consistently generated a two-dimensional model of basic strategies—the more nurturing, conformity-inducing Gentle Persuasion (GP); and the more agentic, compliance-pressuring Contingent Control (CC). A three-way interaction among these two strategies, the three influence directions, and gender was found, and the relationships between the perceived effectiveness of these strategies and the managers’ social beliefs explored. Copyright Springer Science+Business Media, LLC 2007
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Bibliographic InfoArticle provided by Springer in its journal Asia Pacific Journal of Management.
Volume (Year): 24 (2007)
Issue (Month): 1 (March)
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Web page: http://www.springerlink.com/link.asp?id=106589
Influence strategies; Hong Kong;
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- Ping Ping Fu & Jeff Kennedy & Jasmine Tata & Gary Yukl & Michael Harris Bond & Tai-Kuang Peng & Ekkirala S Srinivas & Jon P Howell & Leonel Prieto & Paul Koopman & Jaap J Boonstra & Selda Pasa & Marie, 2004. "The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: a meso approach," Journal of International Business Studies, Palgrave Macmillan, vol. 35(4), pages 284-305, July.
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