Putting upward influence strategies in context

Farmer, Steven M.; Maslyn, John M.; Fedor, Donald B.; Goodman, Jodi S.

doi:10.1002/(sici)1099-1379(199701)18:1<17::aid-job785>3.0.co;2-9

Cited by 134 publications

(136 citation statements)

References 96 publications

(138 reference statements)

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“…Although based solely on US data, this typology provided initial insights into the possibility of a ''soft'' to ''hard'' hierarchy of influence that moved beyond the limits of the tactics approach. Since then, this meta-category conceptualization of influence has received substantial support (Egri, Ralston, Murray, & Nicholson, 2000;Falbe & Yukl, 1992;Farmer, Maslyn, Fedor, & Goodman, 1997;Ralston & Pearson, 2003).…”

Section: A Review Of the Subordinate Influencementioning

confidence: 99%

“…Based on their 30-society study, Ralston and Pearson (2003) empirically identified a ''soft'' to ''hard'' dimensional structure, as had others (Farmer et al, 1997;Schmidt & Kipnis, 1984). However, there is an important difference between the USbased Kipnis and Schmidt (1988) influence tactic categories and the cross-culturally developed SUI dimensions (Ralston & Pearson, 2003).…”

Section: A Review Of the Subordinate Influencementioning

confidence: 99%

See 1 more Smart Citation

Ethical preferences for influencing superiors: A 41-society study

Ralston

Egri²,

Carranza³

et al. 2009

J Int Bus Stud

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With a 41-society sample of 9990 managers and professionals, we used hierarchical linear modeling to investigate the impact of both macro-level and micro-level predictors on subordinate influence ethics. While we found that both macro-level and micro-level predictors contributed to the model definition, we also found global agreement for a subordinate influence ethics hierarchy. Thus our findings provide evidence that developing a global model of subordinate ethics is possible, and should be based upon multiple criteria and multilevel variables.

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Section: A Review Of the Subordinate Influencementioning

confidence: 99%

Section: A Review Of the Subordinate Influencementioning

confidence: 99%

Ethical preferences for influencing superiors: A 41-society study

Ralston

Egri²,

Carranza³

et al. 2009

J Int Bus Stud

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“…The upward influence tactics are able to affect the communication behaviors among members in intra-organization or inter-organization (Farmer et al, 1997). Moreover, there were some studies that the subordinate's assertiveness can give an unfavorable impression to his/her superior or bring about the negative effect in organizational performance (Rao et al, 1995).…”

Section: Resultsmentioning

confidence: 99%

Effects of the Upward Influence Strategies on the Communication Media Selection

Cho

Park

2008

CMR

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In asymmetric interpersonal relationships between a manager and the employee, the media selection behavior under formal or informal context is likely influenced by the upward influence strategy of an employee. According to increasing the usage of online communication media such as electronic mail, internet bulletin board, and chat software and so forth, the styles of media selection have been also changed. Although many studies related to the usage of offline-oriented communication methodologies in organization, have been performed, there must not be enough studies for media selection behavior in online and offline circumstances.This study investigates the relevance between the upward influence tactics and the media selection behaviors in specific circumstances like benevolence and conflict. The research findings indicate the rational strategy person usually prefers FTF(face-to-face) communication to others under benevolent and informal/formal context. On the other hand, the soft strategy person more often makes choices the documented communication, as one of asynchronous media. But, under the conflict context, there were no difference between groups in media selection behavior. Contemporary Management Research 138We conclude that the media selection behavior will be affected by the personal upward influence strategy and the interpersonal relationship. This implication can give contribution to the organizations considering how to improve the effectiveness in upward and downward communication.

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“…This scheme has been one the most used in research about influence tactics, and has been empirically and methodologically validated over the years (see [10], [11], [12], and [13]). Although the findings about frequency and use of influence tactics in presence environments are not always consistent, the data obtained from the main studies shows that the tactics that prevail in presence environments are rationality and ingratiation, followed by coalition ( [9], [11]).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Upward Influence Tactics in Virtual Work Settings

Steizel

Gilabert

2013

Information Systems, E-Learning, and Knowledge Management Research

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Abstract. The globalization of work within organizations has generated a greater need for all type of workers to exert interpersonal influence through technology-mediated communication tools. This paper contributes to the analysis of interpersonal relations in virtual environments from a specific perspective: the choice of upward influence tactics. We propose that virtual work settings may impact the upward influence tactic selected, as well as the communication medium used to enact it. In particular, we study whether the types of upward influence strategies found in presence environments, are relevant in a virtual work context. This research also analyzes the link between communication media and influence tactics used. Preliminary results suggest that there is an influence tactic that is specific of virtual work relations, which may be called intermediation and consists of finding an intermediary that is well connected with the target and can help in defining the best approach by the agent.

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Putting upward influence strategies in context

Cited by 134 publications

References 96 publications

Ethical preferences for influencing superiors: A 41-society study

Ethical preferences for influencing superiors: A 41-society study

Effects of the Upward Influence Strategies on the Communication Media Selection

Upward Influence Tactics in Virtual Work Settings

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