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

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 Francoise Lacassagne; Hiro Higashide; Adith Cheosakul

doi:10.1057/palgrave.jibs.8400090

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

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 Francoise Lacassagne
, Hiro Higashide
, Adith Cheosakul

^*Corresponding author for this work

Research output: Journal Publication › Review article › peer-review

165 Citations (Scopus)

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.

Original language	English
Pages (from-to)	284-305
Number of pages	22
Journal	Journal of International Business Studies
Volume	35
Issue number	4
DOIs	https://doi.org/10.1057/palgrave.jibs.8400090
Publication status	Published - Jul 2004
Externally published	Yes

Free Keywords

Cultural values
Influence strategies
Social beliefs

ASJC Scopus subject areas

Business and International Management
General Business,Management and Accounting
Economics and Econometrics
Strategy and Management
Management of Technology and Innovation

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10.1057/palgrave.jibs.8400090

Cite this

Fu, P. P., Kennedy, J., Tata, J., Yukl, G., Bond, M. H., Peng, T. K., Srinivas, E. S., Howell, J. P., Prieto, L., Koopman, P., Boonstra, J. J., Pasa, S., Lacassagne, M. F., Higashide, H., & Cheosakul, A. (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, 35(4), 284-305. https://doi.org/10.1057/palgrave.jibs.8400090

@article{7deaa874a3604776b27747282f5e66b9,

title = "The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: A meso approach",

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.",

keywords = "Cultural values, Influence strategies, Social beliefs",

author = "Fu, \{Ping Ping\} and Jeff Kennedy and Jasmine Tata and Gary Yukl and Bond, \{Michael Harris\} and Peng, \{Tai Kuang\} and Srinivas, \{Ekkirala S.\} and Howell, \{Jon P.\} and Leonel Prieto and Paul Koopman and Boonstra, \{Jaap J.\} and Selda Pasa and Lacassagne, \{Marie Francoise\} and Hiro Higashide and Adith Cheosakul",

note = "Funding Information: This research project was made possible by funding from the Research Grants Council of the Hong Kong SAR (1999/2000 CUHK4050/99H). We would like to express their appreciation to the following individuals: to Professor Arie Y Lewin, JIBS Editor in Chief, and Danielle T Trojan, JIBS Managing Editor, for their thoughtful directions and help during the review process; to three JIBS reviewers, for their detailed comments and suggestions for improving the manuscript; and to Liu Jun for his help with the analyses of the data. A preliminary report of this project was presented at the Academy of Management Conference in Washington DC, August 2001.",

year = "2004",

month = jul,

doi = "10.1057/palgrave.jibs.8400090",

language = "English",

volume = "35",

pages = "284--305",

journal = "Journal of International Business Studies",

issn = "0047-2506",

publisher = "Palgrave Macmillan",

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}

Fu, PP, Kennedy, J, Tata, J, Yukl, G, Bond, MH, Peng, TK, Srinivas, ES, Howell, JP, Prieto, L, Koopman, P, Boonstra, JJ, Pasa, S, Lacassagne, MF, Higashide, H & Cheosakul, A 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, vol. 35, no. 4, pp. 284-305. https://doi.org/10.1057/palgrave.jibs.8400090

TY - JOUR

T1 - The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies

T2 - A meso approach

AU - Fu, Ping Ping

AU - Kennedy, Jeff

AU - Tata, Jasmine

AU - Yukl, Gary

AU - Bond, Michael Harris

AU - Peng, Tai Kuang

AU - Srinivas, Ekkirala S.

AU - Howell, Jon P.

AU - Prieto, Leonel

AU - Koopman, Paul

AU - Boonstra, Jaap J.

AU - Pasa, Selda

AU - Lacassagne, Marie Francoise

AU - Higashide, Hiro

AU - Cheosakul, Adith

N1 - Funding Information: This research project was made possible by funding from the Research Grants Council of the Hong Kong SAR (1999/2000 CUHK4050/99H). We would like to express their appreciation to the following individuals: to Professor Arie Y Lewin, JIBS Editor in Chief, and Danielle T Trojan, JIBS Managing Editor, for their thoughtful directions and help during the review process; to three JIBS reviewers, for their detailed comments and suggestions for improving the manuscript; and to Liu Jun for his help with the analyses of the data. A preliminary report of this project was presented at the Academy of Management Conference in Washington DC, August 2001.

PY - 2004/7

Y1 - 2004/7

N2 - 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.

AB - 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.

KW - Cultural values

KW - Influence strategies

KW - Social beliefs

UR - https://www.scopus.com/pages/publications/3542995088

U2 - 10.1057/palgrave.jibs.8400090

DO - 10.1057/palgrave.jibs.8400090

M3 - Review article

AN - SCOPUS:3542995088

SN - 0047-2506

VL - 35

SP - 284

EP - 305

JO - Journal of International Business Studies

JF - Journal of International Business Studies

IS - 4

ER -

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

Abstract

Free Keywords

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