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Social influence processes in organizations involve the demonstration of particular behavioral tactics and strategies by individuals to influence behavioral outcomes controlled by others in ways that maximize influencer positive outcomes and minimize negative outcomes. Such processes necessarily draw from
research in topic areas labeled impression management, self-presentation, interpersonal influence, and organizational politics. However, few efforts have been made to integrate this work for purposes of assessing our current knowledge base, and identifying gaps and thus areas in need of further investigation. The present paper provides a critical analysis and review of theory and research on social influence processes in the workplace, with particular emphasis on human resources systems,
organized according to the What, the Where, the Who, and the How of influence. In the process, we identify neglected areas, including theory-building challenges, as well as key issues in need of empirical investigation. Ferris, G.R.,
Hochwarter, W.A., Douglas, C., Blass, F.R.,
Kolodinsky, R.W. and Treadway, D.C. (2002), "Social influence processes in organizations and human resources systems", Research in Personnel and Human Resources Management (Research in Personnel and Human Resources
Management, Vol. 21), Emerald Group Publishing Limited, Bingley, pp. 65-127. https://doi.org/10.1016/S0742-7301(02)21002-6 Publisher:Emerald Group Publishing Limited Copyright © 2002, Emerald Group Publishing Limited Abstract Researchers have noted that upward influence tactics are often used in varying patterns and combinations (e.g. Yukl and Falbe, 1990). This study investigated whether influence strategies representing hard, soft, or rational approaches to influence behavior would emerge in relation to upward influence tactics of assertiveness, rationality, coalition, upward appeal, ingratiation, and exchange. Hypotheses were offered concerning the relations of selected demographic, individual difference, relational, and opportunity factors to these strategies. The 225 participants were full-time employees of a national non-profit organization. Second-order factor analysis provided some support for the dimensionalization of upward influence tactics as representing hard, soft, and rational strategies. Each strategy was related to a unique set of predictors. The results suggest a higher level of complexity for influence strategies than previously expected. The implications of this study, as well as fruitful areas for future research, are discussed. Journal Information Journal of Organizational Behavior aims to report and review the growing research in the industrial/organizational psychology and organizational behavior fields throughout the world. The journal is focused on research and theory in all the topics associated with occupational/organizational behavior. These include motivation, work performance, equal opportunities at work, job design, career processes, occupational stress, quality of work life, job satisfaction, personnel selection, training, organizational change, research methodology in occupational/organizational behavior, employment, job analysis, behavioral aspects of industrial relations, managerial behavior, organizational structure and climate, leadership and power. Journal of Organizational Behavior is currently published 8 times a year. Publisher Information Wiley is a global provider of content and content-enabled workflow solutions in areas of scientific, technical, medical, and scholarly research; professional development; and education. Our core businesses produce scientific, technical, medical, and scholarly journals, reference works, books, database services, and advertising; professional books, subscription products, certification and training services and online applications; and education content and services including integrated online teaching and learning resources for undergraduate and graduate students and lifelong learners. Founded in 1807, John Wiley & Sons, Inc. has been a valued source of information and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Wiley has published the works of more than 450 Nobel laureates in all categories: Literature, Economics, Physiology or Medicine, Physics, Chemistry, and Peace. Wiley has partnerships with many of the world’s leading societies and publishes over 1,500 peer-reviewed journals and 1,500+ new books annually in print and online, as well as databases, major reference works and laboratory protocols in STMS subjects. With a growing open access offering, Wiley is committed to the widest possible dissemination of and access to the content we publish and supports all sustainable models of access. Our online platform, Wiley Online Library (wileyonlinelibrary.com) is one of the world’s most extensive multidisciplinary collections of online resources, covering life, health, social and physical sciences, and humanities. Rights & Usage This item is part of a JSTOR Collection. Which of the following is an example of the influence tactic of controlling information?Which of the following is an example of the influence tactic of controlling information? The vice-president of marketing deliberately places an issue that she dislikes near the bottom of next meeting's agenda (rather than near the top) so there is less chance the meeting will have time to address that issue.
Which negotiation process moves each party along a continuum in opposite directions with an area of potential overlap?The bargaining zone model states that: the negotiation process moves each party along a continuum in opposite directions with an area of potential overlap.
Which of the following describes legitimate power?Which of the following describes legitimate power? It is agreed that people in certain roles can request certain behaviors of others.
What are the two clusters of leadership Behaviours?this study distilled two clusters of leadership behaviors: people oriented and task oriented. personal trait or relational quality that provides referent power over followers.
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Which of the following is an example of the influence tactic of forming coalitions?
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