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The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: a meso approach

Author

Listed:
  • Ping Ping Fu

    (Chinese University of Hong Kong, Singapore)

  • Jeff Kennedy

    (Nanyang Business School, Singapore)

  • Jasmine Tata

    (Loyola University Chicago, USA)

  • Gary Yukl

    (State University at Albany, USA)

  • Michael Harris Bond

    (Chinese University of Hong Kong, Singapore)

  • Tai-Kuang Peng

    (I-Shou University, Taiwan)

  • Ekkirala S Srinivas

    (Xavier Labour Relations Institute, Jamshedpur, India)

  • Jon P Howell

    (New Mexico State University, USA)

  • Leonel Prieto

    (New Mexico State University, USA)

  • Paul Koopman

    (Vrije Universiteit Amsterdam, the Netherlands)

  • Jaap J Boonstra

    (Vrije Universiteit Amsterdam, the Netherlands)

  • Selda Pasa

    (Bogazici University Istanbul, Turkey)

  • Marie-Francoise Lacassagne

    (Lacassagne Université de Bourgogne, France)

  • Hiro Higashide

    (Waseda University, Japan)

  • Adith Cheosakul

    (Sasin Graduate Institute of Business Administration of Chulalongkorn University, Thailand)

Abstract

This paper reports the findings of a 12-nation study designed to test empirically the relationships between societal cultural values, individual social beliefs, and the perceived effectiveness of different influence strategies. The relationships between three types of broad influence strategy (persuasive, assertive, and relationship based) and four dimensions of individual beliefs (cynicism, fate control, reward for application, and religiosity) were examined. Three of Project GLOBE's cultural values (in-group collectivism, uncertainty avoidance, and future orientation) were selected to investigate their direct effects on the rated effectiveness of influence strategies, and their possible interaction with dimensions of individual beliefs. Results showed that different dimensions of individual social beliefs predict the perceived effectiveness of the three types of influence strategy, and that cultural values can moderate the strength of the relationship between these dimensions of individual social beliefs and the perceived effectiveness of influence strategies. Journal of International Business Studies (2004) 35, 284–305. doi:10.1057/palgrave.jibs.8400090

Suggested Citation

  • 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;Academy of International Business, vol. 35(4), pages 284-305, July.
    • Handle: RePEc:pal:jintbs:v:35:y:2004:i:4:p:284-305
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