Relative power and influence strategy: the effects of agent/target organizational power on superiors' choices of influence strategies

2002 ◽  
Vol 23 (2) ◽  
pp. 167-179 ◽  
Author(s):  
Anit Somech ◽  
Anat Drach-Zahavy
Keyword(s):  
Relative Power ◽  
Influence Strategies ◽  
Influence Strategy ◽  
Organizational Power ◽  
Power And Influence

The Use of Power and Influence in a Gendered World

1992 ◽  
Vol 16 (4) ◽  
pp. 439-447 ◽  
Author(s):  
Lynda M. Sagrestano
Keyword(s):  
Empirical Research ◽  
Interpersonal Relationships ◽  
Influence Strategies ◽  
Influence Strategy ◽  
Several Variables ◽  
Power Strategies ◽  
Gender Power ◽  
Relationship Of ◽  
The Relationship ◽  
Power And Influence

A review is presented of empirical research on the effects of gender and power on the use of influence strategies in interpersonal relationships. Several variables are considered, including gender, power, status, relationship of agent to target, and the goal of the influence attempt. Although gender appears to account for some of the findings, power and status are more critical variables in choice of power strategies. Because gender is inextricably linked to power and status, the relationship of gender to influence strategy usage can only be understood in terms of its relationship to power and status.

scholarly journals End users’ purchasing task involvement, power and influence strategies in organizational buying

2019 ◽  
Vol 34 (1) ◽  
pp. 150-165 ◽  
Author(s):  
Giuseppe Pedeliento ◽  
Daniela Andreini ◽  
Mara Bergamaschi ◽  
Jari Salo
Keyword(s):  
End Users ◽  
Specific Power ◽  
Power Relationships ◽  
Influence Strategies ◽  
Content Type ◽  
Organizational Buying ◽  
Task Involvement ◽  
Organizational Purchasing ◽  
Technical Features ◽  
Power And Influence

Purpose End users are often involved in organizational buying, but very little is known about the role that they play and how they influence purchasing decisions. This study aims to explore the factors behind end users’ attempts to influence purchasing and the strategies they use. Design/methodology/approach The research draws on the concept of purchasing task involvement, which describes the feelings of personal relevance that a buying center member has for a specific organizational purchasing decision. This concept is used to gain a deeper understanding of users’ influence in organizational purchasing and link it to sources of power and the corresponding influence strategies. The study is based on 90 in-depth interviews with buyers, drivers and sellers of heavy trucks. Findings End users’ purchasing task involvement is only marginally determined by the product’s performance or technical features. Purchasing task involvement leads to influence when there are specific power relationships between the buyer and the user and under specific circumstances. Originality/value This is the first study that links end users’ purchasing task involvement, power and influence strategies in organizational buying.

Power and Influence During Advertiser – Agency Creative Briefing & Response: Getting to ‘Yes!’

2004 ◽  
Vol 10 (2) ◽  
pp. 14-25
Author(s):  
Railton Hill
Keyword(s):  
Longitudinal Study ◽  
Creative Work ◽  
Exploratory Research ◽  
Influence Strategies ◽  
Response Process ◽  
Depth Interviews ◽  
Range Of Influence ◽  
Power And Influence

ABSTRACTExploratory research into the expectations of advertising managers concerning agency creative work was undertaken as the first stage of a grounded longitudinal study. A series of depth interviews revealed how major advertisers attempt to obtain desired creative work through an extensive agency briefing and response process. ‘Power and influence’ during this process emerged as a key issue for these managers. Analysis of depth interviews with managers with direct responsibility for the commissioning of creative work for major advertisers suggested a range of influence strategies were used in their pursuit of the desired work. Such strategies seemed to follow a pattern of rapid escalation similar to a pattern observed in the management of urgent change.

Influence strategies and work outcomes: effects of attributions

2019 ◽  
Vol 13 (4) ◽  
pp. 967-984
Author(s):  
Melody P.M. Chong ◽  
Xiji Zhu ◽  
Pingping Fu ◽  
Ling Ying Sarinna Wong
Keyword(s):  
Job Performance ◽  
Organizational Citizenship Behavior ◽  
Negative Impact ◽  
Work Outcomes ◽  
Citizenship Behavior ◽  
Influence Strategies ◽  
Content Type ◽  
Authoritarian Leadership ◽  
Influence Strategy ◽  
Positive Effect

Purpose Previous research on influence strategies has almost exclusively indicated negative relationships between assertive influence and employee work outcomes; the purpose of this study is to argue that an assertive influence strategy can also lead to both positive and negative work outcomes, when subordinates hold different attributions towards the leaders’ motive of using assertive influence (hereafter “the cause”). Design/methodology/approach The empirical study was based on data collected from 930 employees in China. The authors developed hypotheses to test the mediating effects of three types of perception in the relationship between an assertive influence strategy and five outcomes, and additional analyses on persuasive and relational influence strategies are also conducted. Findings Results show that when subordinates attribute the cause to their ability (internal attribution), an assertive influence has indirect positive effect on felt obligation, organizational commitment, job performance and organizational citizenship behavior; when subordinates attribute the cause to the poor relationship with their superiors (relational attribution), an assertive influence has indirect negative impact on most outcomes except for job performance; when subordinates perceive that the cause is to the superiors, such as authoritarian leadership (external attribution), an assertive influence has indirect positive effect on job performance. Practical implications The study highlights the importance of subordinates’ perceptions during the leadership influence processes. Originality/value This study was the first to examine the mediation relationship between three types of influence strategies and five organizational outcomes based on a large sample of front-line staff in China. The findings of the study also enrich the literature of leadership and attribution theories.

Conversion vs. Tolerance

2011 ◽  
Vol 14 (5) ◽  
pp. 755-766 ◽  
Author(s):  
Emily S. Shaffer ◽  
Radmila Prislin
Keyword(s):  
Social Change ◽  
Group Dynamics ◽  
Group Identification ◽  
Past Research ◽  
Influence Strategies ◽  
Influence Strategy ◽  
Cognitive Components ◽  
Group Loyalty

Past research has documented that social change has different implications for group identification when it is effected through successful minority’s advocacy for tolerance of diversity vs. conversion of opponents to supporters. Extending these findings, the current study demonstrated that minorities who successfully advocated tolerance, compared to those who successfully converted opponents, were more loyal to the group. This was evident in their working harder for the group at their own personal expense and without expecting anything in return. The effect of influence strategy on group loyalty was mediated by evaluative and cognitive components of group identification. Implications for group dynamics in which active minorities employ different influence strategies and their motivational underpinnings are discussed.

Power and Influence During Advertiser – Agency Creative Briefing & Response: Getting to ‘Yes!’

2004 ◽  
Vol 10 (2) ◽  
pp. 14-25
Author(s):  
Railton Hill
Keyword(s):  
Longitudinal Study ◽  
Creative Work ◽  
Exploratory Research ◽  
Influence Strategies ◽  
Response Process ◽  
Depth Interviews ◽  
Range Of Influence ◽  
Power And Influence

ABSTRACTExploratory research into the expectations of advertising managers concerning agency creative work was undertaken as the first stage of a grounded longitudinal study. A series of depth interviews revealed how major advertisers attempt to obtain desired creative work through an extensive agency briefing and response process. ‘Power and influence’ during this process emerged as a key issue for these managers. Analysis of depth interviews with managers with direct responsibility for the commissioning of creative work for major advertisers suggested a range of influence strategies were used in their pursuit of the desired work. Such strategies seemed to follow a pattern of rapid escalation similar to a pattern observed in the management of urgent change.

Dealer Perceptions of Manufacturer Power and Influence Strategies in a Developing Country

1986 ◽  
Vol 23 (4) ◽  
pp. 387-393 ◽  
Author(s):  
Sudhir H. Kale
Keyword(s):  
High Pressure ◽  
Field Study ◽  
Developing Country ◽  
Influence Strategies ◽  
Channel Relationships ◽  
Frequency Of Use ◽  
Power And Influence ◽  
Perceived Power

The author reports a field study of dyadic channel relationships in India. Among the findings is that a manufacturer's perceived power is related positively to the frequency of use of relatively high pressure influence strategies by its field representatives. The need to conduct studies across several industries and countries is underscored by the study findings.

Influence Strategies in Buying Centers

1995 ◽  
Vol 59 (4) ◽  
pp. 71-82 ◽  
Author(s):  
R. Venkatesh ◽  
Ajay K. Kohli ◽  
Gerald Zaltman
Keyword(s):  
Information Exchange ◽  
Relative Effectiveness ◽  
Three Dimensional ◽  
Purchasing Decisions ◽  
Influence Strategies ◽  
Influence Strategy ◽  
Target Characteristics

Research on influence strategies has typically been conducted in interorganizational settings. In a departure from this tradition, the authors focus on influence strategies used by managers in buying centers. They develop a three-dimensional framework for classifying six prominent influence strategies—threats, promises, recommendations, requests, legalistic pleas, and information exchange. Drawing on this framework, the authors argue that the use of a particular influence strategy by a manager is likely to be related to two classes of antecedents: source and target characteristics. Additionally, they draw on the framework to argue that the effectiveness of alternative influence strategies is likely to vary in predictable ways. The authors investigate the pervasiveness of each of the six influence strategies in a study of 187 purchasing decisions and compare the findings to those previously obtained in interorganizational settings. Findings pertaining to the study's hypotheses provide insights into the relative effectiveness of the six influence strategies and the conditions under which certain influence strategies are more likely to be used.

Gender, Power and Influence Strategies

2013 ◽  
Author(s):  
Laura A. Begault ◽  
◽  
Joyce L. Carbonell
Keyword(s):  
Influence Strategies ◽  
Gender Power ◽  
Power And Influence

Influence Strategies/Tactics in the Workplace

Management ◽  
2021 ◽  
Author(s):  
Mahfooz Ansari ◽  
Jocelyn Wiltshire
Keyword(s):  
Social Influence ◽  
Empirical Evidence ◽  
Cultural Context ◽  
Influence Tactics ◽  
Psychological Effects ◽  
Target Person ◽  
Major Premise ◽  
Influence Strategies ◽  
Reciprocal Influence ◽  
Power And Influence

This article is a selective guide through the literature on influence tactics, which is grounded in the power-influence approach to leadership, most popularly known as bases of social influence/power. A major premise of the theory is that the exercise of influence is the essence of leadership. The theory deals with reciprocal influence processes in leadership—that is, leader power over subordinates and that of subordinates over the leader. In reality, the direction of influence/power may be downward (supervisor to subordinate), upward (subordinate to supervisor), lateral (coworkers to coworkers), or outward (customer). Though the two terms—“power” and “influence”—are used interchangeably, they are conceptually different. Power is defined as the ability to influence, whereas influence is power in action or the demonstrated use of power, and it is viewed as the process of producing behavioral or psychological effects in a target person. One may have power, but he or she may not feel like using it. That is, the use of power is influence. Though influence and power are conceptually distinct, they are often used interchangeably. Power is also confused with authority. Whereas power is the capacity to influence, authority is the power associated with position or chair. This bibliography begins with a description of the foundation of knowledge and general overviews and textbooks. Next, it discusses the emergence and types of influence tactics. Finally, it summarizes the empirical evidence concerning the antecedents and outcomes of influence tactics, as well as the cultural context of influence.

Sign in / Sign up

Export Citation Format

Share Document