INFLUENCE TACTICS ACROSS TWELVE CULTURES

Jeffrey C. Kennedy; Ping Ping Fu; Gary Yukl

doi:10.1016/S1535-1203(02)03007-1

INFLUENCE TACTICS ACROSS TWELVE CULTURES

Jeffrey C. Kennedy, Ping Ping Fu, Gary Yukl

Research output: Chapter in Book/Conference proceeding › Book Chapter › peer-review

18 Citations (Scopus)

Abstract

This chapter summarizes our current knowledge regarding use of managerial influence tactics in international settings, and reports the findings of a twelve-nation study on the relative effectiveness of different influence tactics in business organizations. Rational persuasion, consultation, collaboration and apprising were identified as effective tactics in all the countries. Giving gifts, socializing with the target, exerting pressure, and making influence attempts informally were rated low in effectiveness in all of the countries. Discriminant analysis confirmed that patterns of perceived effectiveness for the influence tactics can distinguish countries in a manner consistent with their known cultural values.

Original language	English
Title of host publication	Advances in Global Leadership
Publisher	JAI Press
Pages	127-147
Number of pages	21
ISBN (Print)	0762308664, 9780762308668
DOIs	https://doi.org/10.1016/S1535-1203(02)03007-1
Publication status	Published - 2003
Externally published	Yes

Publication series

Name	Advances in Global Leadership
Volume	3
ISSN (Print)	1535-1203

ASJC Scopus subject areas

Business, Management and Accounting (miscellaneous)
Political Science and International Relations

Access to Document

10.1016/S1535-1203(02)03007-1

Cite this

@inbook{0b5b9d3ad03648f6bc209b08f737fd24,

title = "INFLUENCE TACTICS ACROSS TWELVE CULTURES",

abstract = "This chapter summarizes our current knowledge regarding use of managerial influence tactics in international settings, and reports the findings of a twelve-nation study on the relative effectiveness of different influence tactics in business organizations. Rational persuasion, consultation, collaboration and apprising were identified as effective tactics in all the countries. Giving gifts, socializing with the target, exerting pressure, and making influence attempts informally were rated low in effectiveness in all of the countries. Discriminant analysis confirmed that patterns of perceived effectiveness for the influence tactics can distinguish countries in a manner consistent with their known cultural values.",

author = "Kennedy, {Jeffrey C.} and Fu, {Ping Ping} and Gary Yukl",

year = "2003",

doi = "10.1016/S1535-1203(02)03007-1",

language = "English",

isbn = "0762308664",

series = "Advances in Global Leadership",

publisher = "JAI Press",

pages = "127--147",

booktitle = "Advances in Global Leadership",

address = "United States",

}

TY - CHAP

T1 - INFLUENCE TACTICS ACROSS TWELVE CULTURES

AU - Kennedy, Jeffrey C.

AU - Fu, Ping Ping

AU - Yukl, Gary

PY - 2003

Y1 - 2003

N2 - This chapter summarizes our current knowledge regarding use of managerial influence tactics in international settings, and reports the findings of a twelve-nation study on the relative effectiveness of different influence tactics in business organizations. Rational persuasion, consultation, collaboration and apprising were identified as effective tactics in all the countries. Giving gifts, socializing with the target, exerting pressure, and making influence attempts informally were rated low in effectiveness in all of the countries. Discriminant analysis confirmed that patterns of perceived effectiveness for the influence tactics can distinguish countries in a manner consistent with their known cultural values.

AB - This chapter summarizes our current knowledge regarding use of managerial influence tactics in international settings, and reports the findings of a twelve-nation study on the relative effectiveness of different influence tactics in business organizations. Rational persuasion, consultation, collaboration and apprising were identified as effective tactics in all the countries. Giving gifts, socializing with the target, exerting pressure, and making influence attempts informally were rated low in effectiveness in all of the countries. Discriminant analysis confirmed that patterns of perceived effectiveness for the influence tactics can distinguish countries in a manner consistent with their known cultural values.

UR - http://www.scopus.com/inward/record.url?scp=3543016581&partnerID=8YFLogxK

U2 - 10.1016/S1535-1203(02)03007-1

DO - 10.1016/S1535-1203(02)03007-1

M3 - Book Chapter

AN - SCOPUS:3543016581

SN - 0762308664

SN - 9780762308668

T3 - Advances in Global Leadership

SP - 127

EP - 147

BT - Advances in Global Leadership

PB - JAI Press

ER -

INFLUENCE TACTICS ACROSS TWELVE CULTURES

Abstract

Publication series

ASJC Scopus subject areas

Access to Document

Other files and links

Fingerprint

Cite this