Abstract
This paper reports an empirical investigation of individual preferences in the use of managerial influence tactics by Hong Kong Chinese and Americans. Subjects in a cross-cultural scenario study were asked to evaluate alternative upward and downward influence tactics in terms of their preferred usage. The findings indicate a main effect for culture and for direction of influence attempt. In addition, direction of influence attempt interacts with subject gender and culture on a tactic-by-tactic basis to reveal differences in influence preferences. Implications of the findings and directions for future studies are discussed.
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This research was supported by The Chinese University of Hong Kong. The special assistance of Mimi Kam and Ricky Lam in back-translation of the research instruments is appreciated, as are the contributions of Joseph Raelin of Boston College and Harold Welsch of Depaul University in data collection.
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Schermerhorn, J.R., Bond, M.H. Upward and downward influence tactics in managerial networks: A comparative study of Hong Kong Chinese and Americans. Asia Pacific J Manage 8, 147–158 (1991). https://doi.org/10.1007/BF01731937
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DOI: https://doi.org/10.1007/BF01731937