The impact of societal cultural values and individual social beliefs on the perceived effectiveness of managerial influence strategies: a meso approach

Ping Ping Fu, Jeff Kennedy, Jasmine Tata, Gary Yukl, Michael Harris Bond, Tai-Kuang Peng, Ekkirala S Srinivas, Jon P Howell, Leonel Prieto, Paul Koopman, Jaap J Boonstra, Selda Pasa, Marie-Francoise Lacassagne, Hiro Higashide and Adith Cheosakul
Additional contact information
Ping Ping Fu: Chinese University of Hong Kong, Singapore
Jeff Kennedy: Nanyang Business School, Singapore
Jasmine Tata: Loyola University Chicago, USA
Gary Yukl: State University at Albany, USA
Michael Harris Bond: Chinese University of Hong Kong, Singapore
Tai-Kuang Peng: I-Shou University, Taiwan
Ekkirala S Srinivas: Xavier Labour Relations Institute, Jamshedpur, India
Jon P Howell: New Mexico State University, USA
Leonel Prieto: New Mexico State University, USA
Paul Koopman: Vrije Universiteit Amsterdam, the Netherlands
Jaap J Boonstra: Vrije Universiteit Amsterdam, the Netherlands
Selda Pasa: Bogazici University Istanbul, Turkey
Marie-Francoise Lacassagne: Lacassagne Université de Bourgogne, France
Hiro Higashide: Waseda University, Japan
Adith Cheosakul: Sasin Graduate Institute of Business Administration of Chulalongkorn University, Thailand

Journal of International Business Studies, 2004, vol. 35, issue 4, 284-305

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. Journal of International Business Studies (2004) 35, 284–305. doi:10.1057/palgrave.jibs.8400090

Date: 2004
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