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journal article The Impact of Influence Tactics in Information System Development Projects: A Control-Loss PerspectiveJournal of Management Information Systems Vol. 30, No. 1 (Summer 2013) , pp. 191-225 (35 pages) Published By: Taylor & Francis, Ltd. https://www.jstor.org/stable/43590324 Read and download Log in through your school or library Purchase article $51.00 - Download now and later Abstract Information systems development (ISD) projects are prone to high levels of failure. One of the major reasons attributed to these failures is the inability to harmonize values held by a diverse set of participants in an environment that is characterized by uncertainty due to changing requirements. In this paper, we focus on a relational approach to achieve congruence between a project manager and a team member with respect to influence tactics. Constructs of perceptual congruence and communication congruence that reflect a level of agreement and degree of shared understanding between the project manager and team members are described. A congruence model is constructed and tied to an intermediate outcome variable of control loss. One hundred and thirteen dyadic pairs of project managers and team members are surveyed in order to test the model. The results indicate that having strong relational equity and common understanding can minimize control loss. It is important to consider the perspectives of both the project manager and a team member while formulating and assessing monitoring strategies to promote the success of an ISD project. Especially, encouraging team members to discuss disagreements constructively can motivate them to perform better and keep things under control. Finally, it is critical to address the performance problems as they occur rather than wait until the completion of the project. Journal Information The Journal of Management Information Systems is a widely recognized and top-ranked forum for the presentation of research that advances the practice and understanding of organizational information systems. It serves those investigating new modes of information delivery and the changing landscape of information policy making, as well as practitioners and executives managing the information resource. A vital aim of the quarterly is to bridge the gap between theory and practice of management information systems. Publisher Information Building on two centuries' experience, Taylor & Francis has grown rapidlyover the last two decades to become a leading international academic publisher.The Group publishes over 800 journals and over 1,800 new books each year, coveringa wide variety of subject areas and incorporating the journal imprints of Routledge,Carfax, Spon Press, Psychology Press, Martin Dunitz, and Taylor & Francis.Taylor & Francis is fully committed to the publication and dissemination of scholarly information of the highest quality, and today this remains the primary goal. Rights & Usage This item is part of a JSTOR Collection. Read Online (Free) relies on page scans, which are not currently available to screen readers. To access this article, please contact JSTOR User Support . We'll provide a PDF copy for your screen reader. With a personal account, you can read up to 100 articles each month for free. Already have an account? Log in Monthly Plan
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journal article Consequences for Managers of Using Single Influence Tactics and Combinations of TacticsThe Academy of Management Journal Vol. 35, No. 3 (Aug., 1992) , pp. 638-652 (15 pages) Published By: Academy of Management https://doi.org/10.2307/256490 https://www.jstor.org/stable/256490 Read and download Log in through your school or library Alternate access options For independent researchers Read Online Read 100 articles/month free Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $29.00 - Download now and later 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. Journal Information The Academy of Management Journal presents cutting edge research that provides readers with a forecast for new management thoughts and techniques. All articles published in the journal must make a strong empirical and/or theoretical contribution. All empirical methods including (but not limited to) qualitative, quantitative, or combination methods are represented. Articles published in the journal are clearly relevant to management theory and practice and identify both a compelling practical management issue and a strong theoretical framework for addressing it. For more than 40 years the journal has been recognized as indispensable reading for management scholars. The journal has been cited in such forums as The Wall Street Journal, The New York Times, The Economist and The Washington Post. The journal is published six times per year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. Which of the following influence tactics is the most effective?Among these tactics, inspirational appeal, consultation and rational appeal* were found to be the most effective influence methods (with inspirational appeal being the most effective among all three); coalition and pressure were found to be the least effective influence methods (these tactics tend to be not only ...
Which influence tactic entails flattering or praising someone to put them in a good mood or to make them more likely to want to help?Ingratiation. A tactic that emphasizes on getting someone in a good mood prior to making a request. It includes being friendly, helpful, and using praise or flattery.
Which influence tactic is used most frequently in organizations?Influence tactics are the way that individuals attempt to influence one another in organizations. Rational persuasion is the most frequently used influence tactic, although it is frequently met with resistance.
What is the term for using influence tactics for personal gain at the expense of others and the interests of the entire organization?Organizational politics refers to a variety of activities associated with the use of influence tactics to improve personal or organizational interests.
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Which influence tactic involves offering something of value in return for cooperation?
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