Upward and downward influence tactics in managerial networks: A comparative study of Hong Kong Chinese and Americans

Schermerhorn, John R.; Bond, Michel H

doi:10.1007/bf01731937

Cited by 78 publications

(55 citation statements)

References 11 publications

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“…Only a few studies have attempted to compare different countries with regard to how often different influence tactics are used by managers in large organizations. Researchers have compared the United States to other Asian countries/regions such as Japan (Hirokawa & Miyahara, 1986;Rao, Hashimoto, & Rao, 1997), Taiwan (Schmidt & Yeh, 1992), and Hong Kong (Schermerhorn & Bond, 1991). These studies provide evidence that influence behavior is affected by national culture, but they did not directly compare American managers in the United States to Chinese managers in mainland China.…”

Section: Research On Influence Tacticsmentioning

confidence: 99%

Perceived effectiveness of influence tactics in the united states and china

Yukl

2000

The Leadership Quarterly

164

159

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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.

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Section: Research On Influence Tacticsmentioning

confidence: 99%

Perceived effectiveness of influence tactics in the united states and china

Yukl

2000

The Leadership Quarterly

164

159

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“…The belief that one's public and business behavior should be separate or different from private behavior would be inconceivable in a culture that adheres to quan xi (Schermerhorn & Bond, 1991). Specific-oriented cultures tend to isolate their relationship perspective to those elements directly involved in the exchange.…”

Section: Conceptualization Of Culturementioning

confidence: 99%

The Impact of Culture on Feedback-Seeking Behavior: An Integrated Model and Propositions

Luque¹,

Sommer²

2000

The Academy of Management Review

114

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In recent research scholars have addressed the issue of an individual's behavior in feedback-seeking activity and, except in scant studies, have virtually ignored the role of culture in this area. In this article we explore four cultural syndromes, based on past research, to form a cross-cultural model of feedback-seeking behavior. We advance propositions for the study of culture as a moderator to feedback-seeking behavior.Feedback is a topic of significant research attention in the social sciences at the cognitive and organizational level (Ilgen, Fisher, & Taylor, 1979;Kluger & DeNisi, 1996;London, 1997; Pritchard, Jones, Roth, Stuebing, & Ekeberg, 1988).Similarly, the importance of feedback as a determinant of behavior receives much attention in the management literature (Balcazar, Hopkins, & Suarez, 1985;Locke & Latham, 1990).Feedback is a resource learned about directly on the job (Hackman, 1977) and through formal performance appraisals (Larson & Callahan, 1990;Pearce & Porter, 1986). Individuals deliberately react to feedback (Taylor, Fisher, & Ilgen, 1984) and purposely seek feedback (Ashford & Cummings, 1983). People have an intuitive interest in knowing "how they are doing," especially when their job depends on it. Thus, organizations continue to assess performance and implement feedback mechanisms. Recognizing this limitation, we do not attempt a comprehensive or exhaustive discussion here.Rather, we offer initial direction and propositions to spur research efforts. We focus our discussion primarily on how feedback-seeking behavior is influenced by the individual's cultural orientation. We also briefly examine how culture might affect organizational feedback giving, the recognized antecedent to an individual's feedback-seeking behavior (Ashford & Cummings, 1983: 375).

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“…Cross-cultural studies of influence tactics (e.g., Hirokawa and Miyahara, 1986;Schermerhorn and Bond, 1991) have found that cultural values are associated with differences in preferences for the use of different influence tactics or strategies across cultures. For example, Schermerhorn and Bond (1991) found that Chinese and American managers demonstrated differences in the use of rational appeals when influencing both subordinates and superiors, and Zaidman and Drory (2001) found that cultural norms between two different populations could explain some of the differences in upward impression management.…”

Section: Introductionmentioning

confidence: 99%

“…For example, Schermerhorn and Bond (1991) found that Chinese and American managers demonstrated differences in the use of rational appeals when influencing both subordinates and superiors, and Zaidman and Drory (2001) found that cultural norms between two different populations could explain some of the differences in upward impression management. These studies, however, did not control other factors known to affect influence choices, such as the nature of the request, the direction of the influence attempt, the power possessed by the agent, and the relationship between the agent and the target (Yukl, 2002).…”

Section: Introductionmentioning

confidence: 99%

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

et al. 2004

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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.

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Upward and downward influence tactics in managerial networks: A comparative study of Hong Kong Chinese and Americans

Cited by 78 publications

References 11 publications

Perceived effectiveness of influence tactics in the united states and china

Perceived effectiveness of influence tactics in the united states and china

The Impact of Culture on Feedback-Seeking Behavior: An Integrated Model and Propositions

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

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