Influence Strategies in Buying Centers

Venkatesh, R.; Kohli, Ajay K.; Zaltman, Gerald

doi:10.2307/1252329

Cited by 125 publications

(178 citation statements)

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“…Argyris and Schon (1996) revealed that to be more e ective, managers may accept joint power and mutual determination with their followers. The role that the targets' expect the source to play was a ected by the targets' perceptions of source (Venkatesh et al, 1995). Researchers in the past have elucidated that mentoring is a long term process (Burdett, 1998;Hansman, 2002;Ellinger, Hamlin, & Beattie, 2008) and are broadly categorised in two functions, namely, career and psychosocial functions (Zey, 1984).…”

Section: Mentoringmentioning

confidence: 99%

Mentorystė Ir Pasitenkinimas Darbu: Mažų Ir Vidutinių Įmonių Malaizijoje Tyrimas

Lo¹,

Ramayah²,

Kui³

2013

IJPBA

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Abstract. Background. Mentoring plays a signi cant role in bridging the relationship between supervisors and subordinates. Past research studies found that job satisfaction had signi cant impact on organizations. This study endeavours to investigate mentoring and satisfaction of employees in Malaysian organizations. This study examines mentoring and employees' job satisfaction in the Malaysia context. Methods and Results. This research attempts to test empirically and to validate a conceptualization of mentoring, namely, career functions and psychosocial functions, with the presence of supervisors' gender as moderator on job satisfaction. Data was gathered through a survey using a structured questionnaire from a sample of 156 executive level employees employed in small and medium enterprises in Sarawak, Malaysia. Conclusions. This study revealed the positive connection between mentoring and job satisfaction was partially supported. Gender was found to have direct impact on employees' job satisfaction. Implications of the ndings, potential limitations of the study, and directions for future research are further suggested.

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Section: Mentoringmentioning

confidence: 99%

Mentorystė Ir Pasitenkinimas Darbu: Mažų Ir Vidutinių Įmonių Malaizijoje Tyrimas

Lo¹,

Ramayah²,

Kui³

2013

IJPBA

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“…All items of a scale should load strongly on a single factor to demonstrate convergent validity, and weakly on other factors to meet the requirements of discriminant validity (Venkatesh et al, 1995). All items with a loading higher than 0.40 on a factor were summarized into one construct, so only two distinct factors emerged.…”

Section: In¯uence Strategies Scalementioning

confidence: 99%

“…French and Raven, 1959;Speakman, 1979). By contrast, research on in¯uence strategies that superiors use to translate power into actual in¯uence is relatively recent (e.g., Venkatesh et al, 1995). Moreover, some researchers have lately suggested that an agent's choice of a particular in¯u-ence strategy is based on the evaluation of relative agent/target power (e.g., Fung, 1991).…”

Section: Introductionmentioning

confidence: 99%

“…Moreover, some researchers have lately suggested that an agent's choice of a particular in¯u-ence strategy is based on the evaluation of relative agent/target power (e.g., Fung, 1991). This later current of research provides an important complement to research on power and in¯uence by identifying a variety of in¯uence strategies, and drawing attention to their antecedents and consequences (Venkatesh et al, 1995). Our purpose was to build on the contributions of this later current, which has not received due attention.…”

Section: Introductionmentioning

confidence: 99%

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

Somech

Drach‐Zahavy

2001

J Organ Behavior

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SummaryThe present study examined superiors' tendency to utilize different top±down in¯uence strategies according to their evaluation of their own power relative to that of their subordinates. Four hundred and ®fty-®ve subordinates (schoolteachers) from different schools described the extent to which their superiors used each item of the in¯uence strategy questionnaire to in¯u-ence them, while their immediate superiors evaluated superior's power and subordinate's power. Overall, superiors tended to use soft and rational strategy more often than hard strategy. However, regarding the parameter of relative power, the results indicated that the agent's power, as well as the target's power, affected the superior's choice of particular in¯uence strategy. The results suggest that power should be discussed in relative rather than absolute terms.

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“…This is evidenced where the research on influence strategies that superiors use to translate power into actual influence is relatively recent (Ansari, 1990;Farrell & Schroder, 1999;Hinkin & Schriesheim, 1990;Somech & Drach-Zahavy, 2002;Venkatesh, Kohli, & Zaltman, 1995). In addition to that, no known researches have focused specifically on the factors that contribute to the interaction effects between the supervisors' self-perceptions of power and their subordinates' perceptions of them and vice versa, and their impact on supervisors' influence tactics.…”

Section: Introductionmentioning

confidence: 99%

Power Congruence Approaches to Downward Influence in Malaysia Manufacturing Industry

Lo¹,

Osman²

2009

IJBM

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It has been proposed that issues of power and influence should be incorporated in the dyadic study of leadership. Building upon social exchange theory which explains how power is gained and lost in the process of influence between an agent and the target (Blau, 1964;Emerson, 1962), this paper hypothesized that the power congruence of supervisors and subordinates was anchored on 9 types of influence tactics. Three hundred and eighty-five pairs of Malaysian managers and executives working in manufacturing companies voluntarily participated in this study. The findings suggested that supervisors would use a combination of hard and soft tactics when their subordinates perceived them to have position or personal power. Implications of the findings, potential limitations of the study, and directions for future research were further discussed.

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Influence Strategies in Buying Centers

Cited by 125 publications

References 0 publications

Mentorystė Ir Pasitenkinimas Darbu: Mažų Ir Vidutinių Įmonių Malaizijoje Tyrimas

Mentorystė Ir Pasitenkinimas Darbu: Mažų Ir Vidutinių Įmonių Malaizijoje Tyrimas

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

Power Congruence Approaches to Downward Influence in Malaysia Manufacturing Industry

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