Perceived effectiveness of influence tactics in the united states and china

A cross-cultural study was conducted with managers from the United States and China to investigate differences in influence behavior. Managers rated the effectiveness of different influence tactics for several representative situations. Significant differences were found between American and Chinese managers in a large, multinational company with facilities in both countries. The results were replicated for a second sample consisting of several organizations in each country. Rational persuasion and exchange were rated as more effective by American managers than by Chinese managers. Coalition tactics, upward appeals, and gifts were rated more effective by Chinese managers than by American managers. The influence tactics accurately predicted nationality for 94% of the respondents.