Upward influence tactics through technology-mediated communication tools

Steizel, Sebastián; Gilabert, Eva Rimbau

doi:10.1016/j.chb.2012.04.024

Cited by 17 publications

(9 citation statements)

References 49 publications

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“…Yukl later developed a new survey that sought to address limitations in Kipnis' original research (Yukl & Falbe, 1990). More recently, Steizel and Rimbau-Gilabert explored upward influence tactic usage through semi-structured interviews (Steizel & Rimbau-Gilabert, 2012). Wadsworth and Blanchard similarly employed interviews to explore how influence tactic usage differed in virtual teams (e.g.…”

Section: Behavior During Conflict In the Real Worldmentioning

confidence: 98%

A comparison of speaking up behavior during conflict with real and virtual humans

Robb

White

Cordar

et al. 2015

Computers in Human Behavior

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Section: Behavior During Conflict In the Real Worldmentioning

confidence: 98%

A comparison of speaking up behavior during conflict with real and virtual humans

Robb

White

Cordar

et al. 2015

Computers in Human Behavior

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“…Similarly, while rehearsability allows messages to be carefully thought through and constructed, it may also be detrimental in that some individuals may be overly concerned with impression management (Chidambaram, 1996) and, hence, use this feature to try and provide an enhanced view of self to others. For example, in a recent study, Steizela and Rimbau-Gilabert (2013) found that subordinates decided upon the type of communication they would use to communicate with their supervisors in part based on the level of rehearsability the channel provided.…”

Section: Literature Reviewmentioning

confidence: 99%

The Role of Shared Mental Model Development in Understanding Virtual Team Effectiveness

Maynard

Gilson

2013

Group & Organization Management

111

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In this article we develop a conceptual framework that examines the relationship between shared mental models, task interdependence, and virtual team performance. In addition, we use media synchronicity theory to examine how various attributes of the technologies used by virtual teams to communicate can influence the development of shared mental models. Finally, we employ a sense-making lens to explore in more detail how features inherent to different communication technologies influence the development of shared mental models. Our goal is that through examining these relationships, some of the mixed findings in prior virtual team research may be better explained.

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“…Vroom's (1964) Expectancy Theory guides that a person's use of influence tactic happens after the cognitive evaluation of the success or failure resulting from it. People choose to exhibit a behavior or take an action for which their perceptions of success are high, and they expect the results beneficial to them (Steizel & Rimbau-Gilabert, 2013). Based on this discussion, we expect that employees involve in supervisor-focused ingratiation because it satisfies their supervisors.…”

Section: Employee Ingratiation and Supervisor Satisfactionmentioning

confidence: 99%

Effect of ingratiation on supervisor satisfaction through helping behavior: A moderated mediation model

Asadullah

Haider

Heredero

et al. 2016

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Purpose: This research intends to investigate the mediating role of helping behavior in relationship between employee ingratiation and supervisor satisfaction across high and low levels of ingratiation behavior, and answers the questions: how, when and why ingratiation is effective.Design/methodology: Data were collected through questionnaire surveys in hotel industry, and structural equation modelling was applied to analyze these data by using hypotheticaldeductive approach. Findings:The results indicate that helping behavior is an important mediator of the relationship between ingratiation and supervisor satisfaction. Moreover, ingratiation is also a strong moderator of the relationship between helping behavior and supervisor satisfaction.This research concludes that employee ingratiation positively predicts helping behaviors, and consequently the supervisor satisfaction.-1157-Intangible Capital -http://dx.doi.org/10.3926/ic.759 Research limitations/implications:This study is not experimental in nature, but a crosssectional design has been followed. Future research can focus on an experimental design by incorporating a time element, and the design and analysis should be nested since this study did not use multilevel analysis. Moreover, this study used only two forms of ingratiation for measuring employee ingratiation behavior. We suggest researchers to consider all four dimensions of ingratiation by using some distinct scales. Originality/value: Previous research emphasized more on customer-directed employee ingratiation but this study offers its contribution by emphasizing coworker as well as supervisor directed employee ingratiation. Moreover, this study measures effectiveness of ingratiation in terms of employee task performance representing supervisor satisfaction. Practical implications:

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Upward influence tactics through technology-mediated communication tools

Cited by 17 publications

References 49 publications

A comparison of speaking up behavior during conflict with real and virtual humans

A comparison of speaking up behavior during conflict with real and virtual humans

The Role of Shared Mental Model Development in Understanding Virtual Team Effectiveness

Effect of ingratiation on supervisor satisfaction through helping behavior: A moderated mediation model

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