The Impact of Societal Cultural Values and Individual Social Beliefs on the Perceived Effectiveness of Managerial Influence Strategies: A Meso Approach
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 (persu...
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| Veröffentlicht in: | Journal of international business studies 2004-07, Vol.35 (4), p.284-305 |
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| container_title | Journal of international business studies |
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| creator | Fu Kennedy, Jeff Tata, Jasmine Yukl, Gary Bond, Michael Harris Peng, Tai-Kuang Srinivas, Ekkirala S. Howell, Jon P. Prieto, Leonel Koopman, Paul Boonstra, Jaap J. Pasa, Selda Lacassagne, Marie-Francoise Higashide, Hiro Cheosakul, Adith |
| description | 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. |
| doi_str_mv | 10.1057/palgrave.jibs.8400090 |
| format | Article |
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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.</description><identifier>ISSN: 0047-2506</identifier><identifier>EISSN: 1478-6990</identifier><identifier>DOI: 10.1057/palgrave.jibs.8400090</identifier><language>eng</language><publisher>London: Palgrave Macmillan Journals</publisher><subject>Attachment behavior ; Behavior ; Beliefs ; Business and Management ; Business Strategy/Leadership ; Business studies ; Chinese culture ; Collectivism ; Cross cultural studies ; Cultural differences ; Cultural groups ; Cultural values ; Cynicism ; Gifts ; Hypotheses ; Influence ; International Business ; Management ; Organization ; Perceptions ; Religiosity ; Social beliefs ; Social influence ; Society ; Statistical variance ; Studies ; Theory of planned behavior</subject><ispartof>Journal of international business studies, 2004-07, Vol.35 (4), p.284-305</ispartof><rights>Copyright 2004 Academy of International Business</rights><rights>Academy of International Business 2004</rights><rights>Copyright (c) 2004 Academy of International Business</rights><lds50>peer_reviewed</lds50><oa>free_for_read</oa><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c522t-b6e64bf3a3269bf0e3b4af4c45aee9e69d7dcbd435fa6613ded4843d95079b5d3</citedby><cites>FETCH-LOGICAL-c522t-b6e64bf3a3269bf0e3b4af4c45aee9e69d7dcbd435fa6613ded4843d95079b5d3</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.jstor.org/stable/pdf/3875132$$EPDF$$P50$$Gjstor$$H</linktopdf><linktohtml>$$Uhttps://www.jstor.org/stable/3875132$$EHTML$$P50$$Gjstor$$H</linktohtml><link.rule.ids>314,776,780,799,3994,27901,27902,41464,42533,51294,57992,58225</link.rule.ids><backlink>$$Uhttp://econpapers.repec.org/article/paljintbs/v_3a35_3ay_3a2004_3ai_3a4_3ap_3a284-305.htm$$DView record in RePEc$$Hfree_for_read</backlink></links><search><creatorcontrib>Fu</creatorcontrib><creatorcontrib>Kennedy, Jeff</creatorcontrib><creatorcontrib>Tata, Jasmine</creatorcontrib><creatorcontrib>Yukl, Gary</creatorcontrib><creatorcontrib>Bond, Michael Harris</creatorcontrib><creatorcontrib>Peng, Tai-Kuang</creatorcontrib><creatorcontrib>Srinivas, Ekkirala S.</creatorcontrib><creatorcontrib>Howell, Jon P.</creatorcontrib><creatorcontrib>Prieto, Leonel</creatorcontrib><creatorcontrib>Koopman, Paul</creatorcontrib><creatorcontrib>Boonstra, Jaap J.</creatorcontrib><creatorcontrib>Pasa, Selda</creatorcontrib><creatorcontrib>Lacassagne, Marie-Francoise</creatorcontrib><creatorcontrib>Higashide, Hiro</creatorcontrib><creatorcontrib>Cheosakul, Adith</creatorcontrib><title>The Impact of Societal Cultural Values and Individual Social Beliefs on the Perceived Effectiveness of Managerial Influence Strategies: A Meso Approach</title><title>Journal of international business studies</title><addtitle>J Int Bus Stud</addtitle><description>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.</description><subject>Attachment behavior</subject><subject>Behavior</subject><subject>Beliefs</subject><subject>Business and Management</subject><subject>Business Strategy/Leadership</subject><subject>Business studies</subject><subject>Chinese culture</subject><subject>Collectivism</subject><subject>Cross cultural studies</subject><subject>Cultural differences</subject><subject>Cultural groups</subject><subject>Cultural values</subject><subject>Cynicism</subject><subject>Gifts</subject><subject>Hypotheses</subject><subject>Influence</subject><subject>International Business</subject><subject>Management</subject><subject>Organization</subject><subject>Perceptions</subject><subject>Religiosity</subject><subject>Social beliefs</subject><subject>Social influence</subject><subject>Society</subject><subject>Statistical variance</subject><subject>Studies</subject><subject>Theory of planned 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Impact of Societal Cultural Values and Individual Social Beliefs on the Perceived Effectiveness of Managerial Influence Strategies: A Meso Approach</title><author>Fu ; Kennedy, Jeff ; Tata, Jasmine ; Yukl, Gary ; Bond, Michael Harris ; Peng, Tai-Kuang ; Srinivas, Ekkirala S. ; Howell, Jon P. ; Prieto, Leonel ; Koopman, Paul ; Boonstra, Jaap J. ; Pasa, Selda ; Lacassagne, Marie-Francoise ; Higashide, Hiro ; Cheosakul, Adith</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c522t-b6e64bf3a3269bf0e3b4af4c45aee9e69d7dcbd435fa6613ded4843d95079b5d3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2004</creationdate><topic>Attachment behavior</topic><topic>Behavior</topic><topic>Beliefs</topic><topic>Business and Management</topic><topic>Business Strategy/Leadership</topic><topic>Business studies</topic><topic>Chinese culture</topic><topic>Collectivism</topic><topic>Cross cultural 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Stud</stitle><date>2004-07-01</date><risdate>2004</risdate><volume>35</volume><issue>4</issue><spage>284</spage><epage>305</epage><pages>284-305</pages><issn>0047-2506</issn><eissn>1478-6990</eissn><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.</abstract><cop>London</cop><pub>Palgrave Macmillan Journals</pub><doi>10.1057/palgrave.jibs.8400090</doi><tpages>22</tpages><oa>free_for_read</oa></addata></record> |
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| subjects | Attachment behavior Behavior Beliefs Business and Management Business Strategy/Leadership Business studies Chinese culture Collectivism Cross cultural studies Cultural differences Cultural groups Cultural values Cynicism Gifts Hypotheses Influence International Business Management Organization Perceptions Religiosity Social beliefs Social influence Society Statistical variance Studies Theory of planned behavior |
| title | 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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