Influence behaviors and employees’ reactions: An empirical test among six societies based on a transactional–relational contract model

Melody P.M. Chong, Miriam Muethel, Malika Richards, Ping Ping Fu, Tai-Kuang Peng, Yu Fan Shang and Miguel P. Caldas

Journal of World Business, 2013, vol. 48, issue 3, 373-384

Abstract: Organizational and task commitment are central drivers of firm performance as they affect employees’ willingness to exert effort for the organization. This paper argues that supervisors who consistently use socio-emotional and supportive influence strategies are likely to enhance subordinates’ immediate commitment to the tasks as well as their psychological attachment to the organization. Drawing on the transactional–relational contracts framework, we develop and empirically examine the effects of supervisors’ influence behaviors on two types of commitment. Data collected from 1150 respondents from China, Hong Kong, Taiwan, Germany, United States and Brazil provided support for the positive relationship between the persuasive influence strategy and both immediate task and organizational commitment. Exploratory analyses of the cultural differences in our sample reveal differences in assertive and relationship-based individual tactics. We thus identified potentially universally endorsed as well as culturally contingent influence tactics in predicting the two types of commitment.

Keywords: A transactional–relational contracts model; Influence strategies; Influence tactics; Immediate task commitment; Organizational commitment; National culture (search for similar items in EconPapers)
Date: 2013
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Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:worbus:v:48:y:2013:i:3:p:373-384

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DOI: 10.1016/j.jwb.2012.07.021

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