Influence tactics in superior-subordinate interactions : a comparative study of Japanese and Hong Kong Chinese managers
Date
2008
Authors
Chong, P.M.M.
Editors
Advisors
Journal Title
Journal ISSN
Volume Title
Type:
Conference paper
Citation
Proceedings of the 21st AJBS annual conference, Held in conjunction with the MB Annual Meeting, 2008, pp.1-29
Statement of Responsibility
Conference Name
21st AJBS annual conference, Held in conjunction with the MB Annual Meeting (30 Jun 2008 - 3 Jul 2008 : Milan, Italy)
Abstract
This paper reports an empirical study of downward influence tactics used by Japanese and Hong Kong Chinese managers. Local Hong Kong Chinese employees were asked to evaluate three-category split of influence tactics used by their direct superiors and report their levels of organizational commitment. Comparison of results between an intra- and an inter-cultural work groups reveals a "cross-vergent" effect in the use of influence tactics. In addition, the study also identified particular influence tactics in relation to"country-, time-, and direction-specific factors" for predicting organizational commitment. Discussion, implications,and directions for future research are also addressed.
School/Discipline
Dissertation Note
Provenance
Description
Access Status
Rights
Copyright status unknown