Ingratiation as a political tactic: effects within the organization

Appelbaum, Steven H.; Hughes, Brent

doi:10.1108/00251749810204160

Cited by 51 publications

(42 citation statements)

References 28 publications

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“…For instance, many respondents explained how they ingratiated themselves with their superiors by giving compliments and doing favours (Appelbaum and Hughes, 1998) in order to enhance their career prospects: (Dilhari,46) This excerpt highlights how Dilhari strategically sought to ensure that she was promoted to assistant director. This is contradictory to her previous statement where she emphasised that she does not chase after desirable career statuses, but rather accepts any outcome as part of her fate or karma, in line with the Buddha's teachings.…”

Section: Don't Know Whether I Would Ever Be a Director Anyway I Wimentioning

confidence: 99%

Exploring the interplay between Buddhism and career development: a study of highly skilled women workers in Sri Lanka

Fernando

Cohen

2013

Work, Employment and Society

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Exploring the interplay between Buddhism and career development: a study of highly skilled women workers in Sri LankaThis article adopts a socio cultural lens to examine the role of Buddhism in highly skilled women workers' careers in Sri Lanka. While Buddhism enabled women's career development by giving them strength to cope with difficult situations in work, it also seemed to restrict their agency and constrain their career advancement. Based on our findings, we argue that being perceived as a good Buddhist woman worked as a powerful form of career capital for the respondents in our sample, who used their faith to combat gender disadvantage in their work settings.

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Section: Don't Know Whether I Would Ever Be a Director Anyway I Wimentioning

confidence: 99%

Exploring the interplay between Buddhism and career development: a study of highly skilled women workers in Sri Lanka

Fernando

Cohen

2013

Work, Employment and Society

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“…6 In contrast, social psychologists have investigated ingratiatory behaviors extensively. For meta-analyses, see notably Gordon (1996) and Higgins et al (2003) and Appelbaum and Hughes (1998) for a survey. 7 Empirical tests of favoritism focus on demographic characteristics (Goldin and Rouse, 2000;Knowles et al, 2001;Fershtman and Gneezy, 2001) or on home bias in sports (Kocher and Sutter, 2004;Garicano et al, 2005) and editing (Laband and Piette, 1994).…”

mentioning

confidence: 99%

Ingratiation and Favoritism: Experimental Evidence

2012

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. www.econstor.eu The Institute for the Study of Labor (IZA) in Bonn is a local and virtual international research center and a place of communication between science, politics and business. IZA is an independent nonprofit organization supported by Deutsche Post Foundation. The center is associated with the University of Bonn and offers a stimulating research environment through its international network, workshops and conferences, data service, project support, research visits and doctoral program. IZA engages in (i) original and internationally competitive research in all fields of labor economics, (ii) development of policy concepts, and (iii) dissemination of research results and concepts to the interested public. Terms of use: Documents in D I S C U S S I O N P A P E R S E R I E SIZA Discussion Papers often represent preliminary work and are circulated to encourage discussion. Citation of such a paper should account for its provisional character. A revised version may be available directly from the author. We provide experimental evidence of workers' ingratiation by opinion conformity and of managers' discrimination in favor of workers with whom they share similar opinions. In our Baseline, managers can observe both workers' performance at a task and opinions before assigning unequal payoffs. In the Ingratiation treatment, workers can change their opinion after learning that held by the manager. In the Random treatment, workers can also change opinion but payoffs are assigned randomly, which gives a measure of non-strategic opinion conformism. We find evidence of high ingratiation indices, as overall, ingratiation is effective. Indeed, managers reward opinion conformity, and even more so when opinions cannot be manipulated. Additional treatments reveal that ingratiation is cost sensitive and that the introduction of performance pay for managers as well as a less noisy measure of performance increase the role of relative performance in the assignment of payoffs, without eliminating the reward of opinion conformity.JEL Classification: C7, C92, D03, D86, M51

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“…Impression management literature demonstrates the extent to which these tactics are applied, and indicates they are successful enough that their practitioners keep on using them (Applebaum & Hughes, 1998;Wayne & Ferris, 1990). However, in light of the follower-initiated nature of these interactions, the question arises: what benefit do leaders gain from bestowing forbearance on ingratiating followers?…”

Section: Followers and Forbearancementioning

confidence: 96%