Despite much debate in the strategy literatures, there is little consensus as to whether organizational capabilities or market competition are more important in shaping firms' actions and performance. We suspect that simply comparing firm-level and industry-level influences will continue to prove fr
Relative power and influence strategy: the effects of agent/target organizational power on superiors' choices of influence strategies
β Scribed by Anit Somech; Anat Drach-Zahavy
- Publisher
- John Wiley and Sons
- Year
- 2002
- Tongue
- English
- Weight
- 116 KB
- Volume
- 23
- Category
- Article
- ISSN
- 0894-3796
- DOI
- 10.1002/job.133
No coin nor oath required. For personal study only.
β¦ Synopsis
Abstract
The present study examined superiors' tendency to utilize different topβdown influence strategies according to their evaluation of their own power relative to that of their subordinates. Four hundred and fiftyβfive subordinates (schoolteachers) from different schools described the extent to which their superiors used each item of the influence strategy questionnaire to influence them, while their immediate superiors evaluated superior's power and subordinate's power. Overall, superiors tended to use soft and rational strategy more often than hard strategy. However, regarding the parameter of relative power, the results indicated that the agent's power, as well as the target's power, affected the superior's choice of particular influence strategy. The results suggest that power should be discussed in relative rather than absolute terms. Copyright Β© 2001 John Wiley & Sons, Ltd.
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