Consequences for managers of using single influence tactics and combinations of tactics

Article Abstract:

The study involved analyses of incidents described from the perspective of the targets of influence attempts. We coded influence behavior in the incidents into nine tactics and classified outcomes as commitment,compliance, or resistance. Hypotheses were developed to explain the outcome of each tactic used alone and in combination. The findings supported most of the hypotheses. The most effective tactics were inspirational appeals and consultation. The least effective were pressure, legitimating, and coalition tactics. Intermediate in effectiveness were rational persuasion, ingratiation, personal appeals, and exchange tactics. "Hard" tactics were generally less effective than "soft" tactics. The outcomes of tactic combinations depended mostly on the potency of the component tactics. (Reprinted by permission of the publisher).

Research, Human resource management, Executives, Influence (Psychology)

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Linking Management Behavior to Ethical Philosophy - An Empirical Investigation

Article Abstract:

Mail surveys were used to collect data. Vignettes were used in the surveys; the vignettes described potential ethical dilemmas. The problems studied concerned: coercion and control, conflict of interest, physical environment, paternalism, and personal integrity. Managers were willing to blow the whistle on their companies if human life was at stake. Other managers' responses depended on their adherence to rule utilitarian philosophy, act utilitarian philosophy, or justice or rights theories.

Ethics

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Bidding wars over R&D-intensive firms: knowledge, opportunism, and the market for corporate control

Article Abstract:

Corporate control in organizations that focus on research and development activities is discussed.

Management Development, Influence, Knowledge management

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