The authors examine six cultures from the three economic centers of the world: Europe (Germany and the Netherlands), Asia (Hong Kong and India), and the Americas (Mexico and the United States). The findings from this exploratory study begin to identify patterns of influence strategies across cultures that are in part consistent with the existing cross-cultural values literature, while concurrently indicating the need for a more encompassing explanation of the cultural similarities, as well as differences, that were found in this study.
Get full access to this article
View all access options for this article.
References
1.
Egri, C. P. , Ralston, D. A., Murray, C. S., & Nicholson, J. D. (2000). Managers in the NAFTA countries: A cross-cultural comparison of attitudes towards upward influence strategies. Journal of International Management, 6, 149-172.
2.
Hofstede, G. , & Bond, M. H. (1988). The Confucius connection: From cultural roots to economic growth. Organizational Dynamics, 16(4), 4-21.
3.
Kipnis, D. , & Schmidt, S. M. (1988). Upward influence styles: Relationship with performance evaluation, salary, and stress. Administrative Science Quarterly, 33, 528-542.
4.
Ralston, D. A. , Giacalone, R., & Terpstra, R. H. (1994). Ethical perceptions of organizational politics: A comparative evaluation of American and Hong Kong managers. Journal of Business Ethics, 13, 1989-1999.
5.
Ralston, D. A. , Holt, D. H., Terpstra, R. H., & Yu, K. C. (1997). The impact of national culture and economic ideology on managerial work values: A study of the United States, Russia, Japan, and China. Journal of International Business Studies, 28, 177-208.
6.
Ralston, D. A. , Terpstra, R. H., Cunniff, M. K., & Gustafson, D. A. (1995). Do expatriate managers change their behaviors to fit a foreign culture? A study of American expatriates’ strategies of upward influence. MIR—Management International Review, 35(1), 109-122.
7.
Ronen, S. , & Shenkar, O. (1985). Clustering countries on attitudinal dimensions: A review and synthesis. Academy of Management Review, 10, 435-454.
8.
Schermerhorn, J. R. , & Bond, M. H. (1991). Upward and downward influence tactics in managerial networks: A comparative study of Hong Kong Chinese and Americans. Asia Pacific Journal of Management, 8, 147-158.
9.
Schreisheim, C. A. , & Hinkin, T. R. (1990). Influence tactics used by subordinates: A theoretical and empirical analysis and refinement of Kipnis, Schmidt and Wilkinson subscales. Journal of Applied Psychology, 75, 246-257.
10.
Triandis, H. C. , Bontempo, R., Villareal, M. J., Asai, M., & Lucca, N. (1988). Individualism and collectivism: Cross-cultural perspectives on self-ingroup relationships. Journal of Personality and Social Psychology, 21, 323-338.
11.
Tung, R. L. , & Miller, E. L. (1990). Managing in the twenty-first century: The need for global orientation. Management International Review, 30, 5-18.
