Cross-cultural differences in perceived effectiveness of influence tactics for initiating or resisting change
Publication in refereed journal

香港中文大學研究人員

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摘要Two exploratory studies were conducted to investigate cross-cultural differences in the perceived effectiveness of various influence tactics for gaining approval from a boss for a proposed change, or for resisting a change initiated by a boss. The first study compared managers in the United States, Switzerland, and mainland China. The second study compared managers in the United States, Hong Kong, and mainland China. Most results (91%) for the American and Chinese managers in Study 1 were replicated in Study 2. The cross-cultural differences in rated effectiveness of tactics were consistent with cultural values and traditions. Direct, task-oriented tactics were rated more effective by western managers than by Chinese managers, whereas tactics involving personal relations. avoidance, or an informal approach were rated less effective.
著者Yukl G, Fu PP, McDonald R
期刊名稱Applied Psychology
出版年份2003
月份1
日期1
卷號52
期次1
出版社BLACKWELL PUBL LTD
頁次68 - 82
國際標準期刊號0269-994X
語言英式英語
Web of Science 學科類別Psychology; Psychology, Applied; PSYCHOLOGY, APPLIED

上次更新時間 2020-20-10 於 02:53