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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. //doi.org/10.1016/S0742-7301(02)21002-6Abstract
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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.
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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.
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