Cross-cultural differences in perceived effectiveness of influence tactics for initiating or resisting change

Two exploratory studies were conducted to investigate cross-cultural differences in the perceived effectiveness of various influence tactics for gaining approval from a boss for a proposed change, or for resisting a change initiated by a boss. The first study compared managers in the United States, Switzerland, and mainland China. The second study compared managers in the United States, Hong Kong, and mainland China. Most results (91%) for the American and Chinese managers in Study 1 were replicated in Study 2. The cross-cultural differences in rated effectiveness of tactics were consistent with cultural values and traditions. Direct, task-oriented tactics were rated more effective by western managers than by Chinese managers, whereas tactics involving personal relations, avoidance, or an informal approach were rated less effective.