The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influe
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The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: a meso approach Ping Ping Fu1, Jeff Kennedy2, Jasmine Tata3, Gary Yukl4, Michael Harris Bond1, Tai-Kuang Peng5, Ekkirala S Srinivas6, Jon P Howell7, Leonel Prieto7, Paul Koopman8, Jaap J Boonstra8, Selda Pasa9, Marie-Francoise Lacassagne10, Hiro Higashide11 and Adith Cheosakul12 1
Chinese University of Hong Kong, Singapore; Nanyang Business School, Singapore; 3Loyola University Chicago, USA; 4State University at Albany, USA; 5I-Shou University, Taiwan; 6Xavier Labour Relations Institute, Jamshedpur, India; 7 New Mexico State University, USA; 8Vrije Universiteit Amsterdam, the Netherlands; 9 Bogazici University Istanbul, Turkey; 10 Lacassagne Universite´ de Bourgogne, France; 11 Waseda University, Japan; 12Sasin Graduate Institute of Business Administration of Chulalongkorn University, Thailand 2
Correspondence: Dr J Tata, Loyola University Chicago, 820 N. Michigan Avenue, Chicago, IL 60611, USA. Tel: þ 1 312 915 6543; E-mail [email protected]
Received: 13 May 2002 Revised: 15 December 2003 Accepted: 6 April 2004 Published online 24 June 2004
Abstract 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. Journal of International Business Studies (2004) 35, 284–305. doi:10.1057/palgrave.jibs.8400090 Keywords: social beliefs; cultural values; influence strategies
Introduction Influence is often a key to managerial effectiveness (Yukl, 2002). Moreover, the effectiveness of global managers depends on their ability to exercise influence in culturally mixed interpersonal networks (Smith and Peterson, 1988). The factors affecting choices of influence strategy in different cultures are therefore of interest not only to academicians but also to managers working across cultures. Cross-cultural studies of influence tactics (e.g., Hirokawa and Miyahara, 1986; Schermerhorn and Bond, 1991) have found that cultur
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