Perceptions of Influence Tactics in Groups: The Effects of Group History, Decision Importance, and Minority/Majority Status

2002 ◽  
Author(s):  
Christine M. Smith ◽  
Jill Raney
Keyword(s):  
Influence Tactics ◽  
Decision Importance

Deciding the Adequacy of a Set of Tests for an Specific Assessment Situation. Decision-making Strategies

1996 ◽  
Vol 12 (1) ◽  
pp. 14-22
Author(s):  
R. Esteve ◽  
A. Godoy
Keyword(s):  
Decision Making ◽  
Time Pressure ◽  
Response Mode ◽  
Information Load ◽  
Variable Pattern ◽  
Mode Effects ◽  
Moderator Effects ◽  
Specific Assessment ◽  
Information Board ◽  
Decision Importance

The aim of the present paper was to test the effects of response mode (choice vs. judgment) on decision-making strategies when subjects were faced with the task of deciding the adequacy of a set of tests for a specific assessment situation. Compared with choice, judgment was predicted to lead to more information sought, more time spent on the task, a less variable pattern of search, and a greater amount of interdimensional search. Three variables hypothesized as potential moderators of the response mode effects are also studied: time pressure, information load and decision importance. Using an information board, 300 subjects made decisions (choices and judgments) on tests for a concrete assessment situation, under high or low time pressure, high or low information load, and high or low decision importance. Response mode produced strong effects on all measures of decision behavior except for pattern of search. Moderator effects occurred for time pressure and information load.

Power of persuasion: Influence tactics for health care leaders

2006 ◽  
Vol 26 (1) ◽  
pp. 3-7 ◽  
Author(s):  
Barbara J. A. Eiser ◽  
Arnold R. Eiser ◽  
Michael A. Parmer
Keyword(s):  
Health Care ◽  
Influence Tactics ◽  
Health Care Leaders

Beyond sex

2016 ◽  
Vol 31 (1) ◽  
pp. 43-60 ◽  
Author(s):  
Ho Kwan Cheung ◽  
Alex Lindsey ◽  
Eden King ◽  
Michelle R Hebl
Keyword(s):  
Gender Role ◽  
Sex Role ◽  
Role Identity ◽  
Influence Tactics ◽  
Role Expectations ◽  
Performance Ratings ◽  
Occupational Commitment ◽  
Continuance Commitment ◽  
Content Type ◽  
Sex Role Identity

Purpose – Influence tactics are prevalent in the workplace and are linked to crucial outcomes such as career success and helping behaviours. The authors argue that sex role identity affects women’s choice of influence tactics in the workplace, but they only receive positive performance ratings when their behaviours are congruent with gender role expectation. Furthermore, the authors hypothesize that these relationships may be moderated by occupational continuance commitment. Results suggest that femininity is negatively related to the use of influence tactics overall, and this relationship is moderated by occupational continuance commitment. Design/methodology/approach – In all, 657 women working in the construction industry were surveyed for their continuance occupational commitment and sex role identity and 465 supervisors whose responses are linked with the subordinates are surveyed for the women’s influence tactics and performance ratings. Findings – Results suggested that femininity was negatively related to the use of influence tactics overall, and this relationship was moderated by occupational continuance commitment. Results also showed that women’s use of influence tactics was only positively received in terms of performance ratings when the influence tactic was congruent with gender role expectations. Research limitations/implications – The results of this current study suggest that not all women are equally likely to use influence tactics and not all tactics result in positive perceptions of performance. Feminine women in general refrain from using influence tactics unless they are driven to stay in a given occupation, but they only receive positive results when their behaviours are congruent with society’s gender role expectations. Originality/value – Past research has mostly focused on broad differences between males and females, and this study has shown that there are more nuanced differences that can more accurately describe the effects of gender disposition (i.e. sex role identity) on influence tactics. It also emphasizes the importance of occupational commitment as a boundary condition, which influences women to step out of their gender roles even though they may be penalized with lower performance ratings.

Effects of Situational Factors on Team Planning

2021 ◽  
pp. 1-14
Author(s):  
Martina Oldeweme ◽  
Udo Konradt ◽  
Yvonne Garbers
Keyword(s):  
Strategic Planning ◽  
Time Pressure ◽  
Positive Impact ◽  
Situational Factors ◽  
Multilevel Analyses ◽  
Policy Capturing ◽  
Four Dimensions ◽  
Team Planning ◽  
Team Research ◽  
Decision Importance

Abstract. Although there has long been consensus in team research that planning generally has a positive impact on performance, very little is known about how input factors (e. g., situational factors) affect the planning behavior of teams. In addition, the various dimensions of planning remain largely unexplored. In this study, we examine the effects of time pressure, task routine, and decision importance on team planning. We suggest that planning consists of four dimensions: exploration, strategic planning, detailed planning, and prognosis. In two policy-capturing studies, undergraduates and employees were presented with a series of hypothetical scenarios and asked to indicate in each case how they might plan for these if working as part of a team. Results from our Bayesian multilevel analyses revealed that teams overall used less planning when they were under acute time pressure, when tasks were very routine, and when the decisions involved were of little importance.

How management accountants exert influence on managers – a micro-level analysis of management accountants’ influence tactics in budgetary control meetings

2017 ◽  
Vol 14 (3) ◽  
pp. 328-362 ◽  
Author(s):  
Simone Mack ◽  
Lukas Goretzki
Keyword(s):  
Influence Tactics ◽  
Senior Managers ◽  
Content Type ◽  
Written Text ◽  
Staff Members ◽  
Management Accountants ◽  
Remote Management ◽  
Budgetary Control ◽  
Micro Level ◽  
Level Analysis

Purpose This paper aims to examine how remote (i.e. global, regional or divisional) management accountants communicate in interpersonal contacts with operational managers when trying to exert influence on them. Design/methodology/approach An ethnographic field study focusing on budgetary control meetings between regional management accountants and operational managers is used as the basis for a micro-level analysis of situated face-to-face interactions and communicative influence tactics. Findings Remote management accountants mainly use soft rather than hard influence tactics. They, furthermore, employ what is referred to as “panoramic knowledge” gained explicitly from their structurally as well as physically removed “meta-positioning” to suggest certain measures to operational managers that have proved successful in other units and – by doing so – try to exert influence on these managers. Moreover, they use information that they gain in their position in between senior and operational managers by acting as “double agents” – that is, informing operational managers about senior managers’ focus as well as making transparent to operational managers that they will inform senior management about specific operational matters. By doing so, they try to prompt operational managers to address these issues. Additionally, strengthening their verbally articulated suggestions, as “minute takers” they are able to document their suggestions by moving from spoken to a more binding written text. Through these purposeful and rather unobtrusive tactics, remote management accountants try to take influence on operational managers without generating their resistance. Originality/value The paper shows how remote management accountants (as staff members) can skillfully turn their apparently powerless position within the organization into a source of strength to exert influence on operational managers.

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