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Article
Publication date: 27 January 2012

Tony Manning

The purpose of this paper is to present evidence to support the idea that the art of successful influence lies in matching the strategies and style used to the context. The paper

1675

Abstract

Purpose

The purpose of this paper is to present evidence to support the idea that the art of successful influence lies in matching the strategies and style used to the context. The paper describes research into the relationship between the frequency with which people use six influence strategies, and how they combine them to form various influence styles, and a wide variety of contextual variables found by previous research to be linked to influence behaviour. It is relevant to everyone at work, including leaders, managers and professionals involved in training, development, coaching and mentoring activities.

Design/methodology/approach

The model of influence behaviour identifies six sets of influence strategies used by people at work and three dimensions of influence style, based on research into how people tend to combine these strategies in practice. The research methodology involves looking at the degree of correlation and its statistical significance between the frequency with which people use these influence strategies and styles at work and 33 contextual variables. Data were collected from 161 men and women, at all levels, in a wide variety of public sector organisations in the UK, over a seven‐year period.

Findings

The author found support for the idea that influencing behaviour varied in different contexts. Statistically significant relationships were identified between the frequency of use of influence strategies and styles and the 33 contextual variables. Clusters of contextual variables were also shown to be related to influencing behaviour. It was argued that these findings can be used to guide action.

Practical implications

The findings have implications for the development of leaders and managers. The model of interpersonal influence allows individuals to identify their particular situation and draw conclusions, rooted in theory and derived from research, about how to enhance their effectiveness in influencing others at work.

Originality/value

The originality and value of this paper lies in the way in which it extends and develops previous theory and research, including that by the author and collaborators published in previous editions of Industrial and Commercial Training, thereby validating the model and the research instruments used to operationalise it. The findings confirm that influencing behaviour does vary in different contexts and provides evidence that clearly indicates the particular contextual variables linked to the frequency of use of specific influence strategies and styles.

Details

Industrial and Commercial Training, vol. 44 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 1 December 1999

Mark Farrell and Bill Schroder

Builds on work in organisational buying. Examines the relationship between power bases and influence strategies in an organisational buying situation, specifically, the decision…

4582

Abstract

Builds on work in organisational buying. Examines the relationship between power bases and influence strategies in an organisational buying situation, specifically, the decision to purchase the services of an advertising agency. Hypothesises the influence strategies of consultation, coalition, legitimating pressure, exchange, rational persuasion, inspirational appeals and personal appeals, related to source characteristics (power bases). Findings from 150 organisational buying decisions support findings from a recent study in the USA. Suggests that the use of an influence strategy is positively related to the corresponding type of power.

Details

European Journal of Marketing, vol. 33 no. 11/12
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 22 January 2024

Jieyu Wang and Taiwen Feng

This study aims to investigate how relationship conflict (RC) hinders green customer integration (GCI) and which strategy could be developed to alleviate the negative effect of RC.

Abstract

Purpose

This study aims to investigate how relationship conflict (RC) hinders green customer integration (GCI) and which strategy could be developed to alleviate the negative effect of RC.

Design/methodology/approach

The authors use a sample of 206 Chinese firms to examine hypothesized relationships drawing on social exchange theory and buyer-supplier relationship perspective. Methods including exploratory factor analysis and confirmatory factor analysis are used to assess reliability and validity. Hypotheses are tested using hierarchical regression analysis. Post hoc analysis is adopted to evaluate the robustness.

Findings

The results show that RC negatively relates to GCI. Normative commitment partially mediates the relationship between RC and GCI, while the mediating role of instrumental commitment is insignificant. In addition, coercive influence strategy positively moderates the RC-normative commitment and RC-GCI relationships.

Research limitations/implications

While this study clarifies the mechanism of how RC impedes GCI and how to address RC in buyer-supplier relationships, it could be more meaningful to extend the current research and figure out how to address RC in different supply chain relationships. Besides, it will make sense to conduct longitudinal studies and explore the dynamic nature of RC in supply chain relationships.

Practical implications

In practice, firms find it challenging to achieve GCI owing to the ubiquitous existence of RC. The findings reveal that RC detriments GCI partially through normative commitment, and the use of coercive influence strategy mitigates the detriments of RC. Thus, the authors provide solutions for firms to address RC for achieving GCI.

Originality/value

RC is unavoidable in organizational interactions. Prior studies have not revealed the processes through which RC relates to GCI. The authors bridge the gap by exploring the mediating role of organizational commitment and the moderating role of influence strategy, which offers a better understanding of how RC is associated with GCI, and add knowledge of addressing RC for achieving GCI.

Details

International Journal of Conflict Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1044-4068

Keywords

Article
Publication date: 1 September 2005

Michael Jay Polonsky and Don Scott

This paper seeks to examine whether the stakeholder strategy matrix provides useful guidance for managers in dealing with stakeholders. The matrix suggests that strategies for…

11596

Abstract

Purpose

This paper seeks to examine whether the stakeholder strategy matrix provides useful guidance for managers in dealing with stakeholders. The matrix suggests that strategies for dealing with stakeholders can be determined based on stakeholder ability to cooperate and threaten organisational outcomes.

Design/methodology/approach

The study uses a hypothetical scenario looking at the development of a new environmentally friendly product, where eight stakeholder groups and their influencing abilities are manipulated. Marketers reviewed one version of the scenario and were then asked the applicability of 13 strategies for each stakeholder group described. Mixed design analysis is then undertaken to examine the direct effects and interactions between the four combinations of influencing abilities, the stakeholder group examined or how the strategy suggested impacted on managers' views.

Findings

The research found that there was an interaction effect suggesting that some strategies were more applicable to stakeholders with certain sets of influencing abilities, as the stakeholder strategy matrix suggested. The specific stakeholder group examined also appeared to impact on managers' views, which is inconsistent with the theory.

Research limitations/implications

The limitations are that the research focused on managers' perceptions of the applicability of strategies, rather than the actual success of strategies examined. Research into the effectiveness of actual behaviours would possibly require more in‐depth examination of case studies.

Practical implications

The research suggests that the stakeholder strategy matrix may provide some guidance as to how managers deal with stakeholders. However, it also suggests that managers may be implicitly applying influencing abilities to groups irrespective of their “true” influencing ability. In this case managers are in fact ignoring valuable information when deciding how to interact with stakeholders and therefore possibly using less effective strategies to interact with stakeholders.

Originality/value

The research is unique as it looks at determining whether different types of strategies for dealing with stakeholders are perceived to be more or less effective. This therefore seeks to make stakeholder theory more strategic and applicable in a broader set of contexts. As such the paper would be of interest to managers seeking to understand better how to deal with stakeholders and to theorists seeking to understand better how stakeholder theory impacts on organisational outcomes.

Details

European Journal of Marketing, vol. 39 no. 9/10
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 5 March 2024

Cong Zhou, Weili Xia and Taiwen Feng

This study aims to explore how relationship trust and different types of influence strategy (i.e., non-coercive and coercive influence strategy) impact green customer integration…

Abstract

Purpose

This study aims to explore how relationship trust and different types of influence strategy (i.e., non-coercive and coercive influence strategy) impact green customer integration (GCI), while investigating the moderating mechanisms of big data development and social capital.

Design/methodology/approach

Following hierarchical linear regression analysis, the authors examine hypothesized relationships by combining survey data from 206 Chinese manufacturers with secondary data.

Findings

The results show that relationship trust positively affects non-coercive influence strategy, while its impact on coercive influence strategy is insignificant. Non-coercive influence strategy has an inverted U-shaped impact on GCI. Furthermore, big data development flattens the inverted U-shaped relationship between non-coercive influence strategy and GCI. Conversely, social capital steepens the inverted U-shaped relationship between non-coercive influence strategy and GCI.

Practical implications

This study sheds light on managers on how to involve customers in GCI through friendly strategies that favor the involvement of customers and the willingness to develop environmentally friendly initiatives.

Originality/value

Although GCI has received widespread attention, how it can be enhanced remains unclear. These findings provide novel insights into the emerging GCI literature and complement social exchange theory.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 15 March 2023

Jorge Armando López-Lemus and María Teresa De la Garza Carranza

The purpose of this study is to identify the impact that transformational leadership has on challenging influence strategies in business leaders of the micro, small and…

Abstract

Purpose

The purpose of this study is to identify the impact that transformational leadership has on challenging influence strategies in business leaders of the micro, small and medium-sized enterprises (MSMEs) of the state of Guanajuato, Mexico.

Design/methodology/approach

The methodological design was quantitative, explanatory, observational and cross-sectional, where a sample of 343 leaders from the business sector of the MSMEs of the state of Guanajuato, Mexico was obtained. To check the hypotheses, a structural equation model (SEM) was developed using the AMOS v.21 statistical software. For the analysis of the data, SPSS v.21 was used. Regarding the goodness and fit indexes of the SEM (χ2 = 595,133 df = 244; CFI = 0.914 and TLI = 0.903; RMSEA = 0.06), which were acceptable (Jöreskog and Sörbom, 1981; López-Lemus and Zavala, 2019; Rigdon, 1996; Tucker and Lewis, 1973).

Findings

The results obtained through the present study, it is shown that leadership and transformational influences positively and significantly on challenging influence strategies: rational (β1 = 0.53, p < 0.01), inspiring (β2 = 0.65, p < 0.01) as well as the strategy of participatory influence (β3 = 0.62, p < 0.01) of the business leaders of the MSMEs of the state of Guanajuato, Mexico.

Originality/value

The findings are relevant and of great value because there is currently not enough research that focuses on the variables analysed on the leadership and influence strategies of business leaders of the MSMEs in the context of the state of Guanajuato, Mexico.

Details

International Journal of Organizational Analysis, vol. 32 no. 1
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 29 April 2008

Hae‐Ching Chang and Chi‐Huang Lin

The purpose of this paper is to provide a guidance for boundary personnel regarding how to use influence strategies to increase channel satisfaction across relationship…

Abstract

Purpose

The purpose of this paper is to provide a guidance for boundary personnel regarding how to use influence strategies to increase channel satisfaction across relationship development process.

Design/methodology/approach

This paper investigates the use of influence strategies and their impact on channel satisfaction across formation, operation, and maintenance stage from Das and Teng's viewpoint. The sample from Taiwanese manufacture in electronic, information and motors industry involving buyer‐supplier relationships, and asks respondents (sales manager) to select a newer customer to complete a questionnaire for enable sufficient responses to be obtained, representing different stages of the buyer‐supplier relationship.

Findings

The results indicate that the frequency of requests, promises, legalistic pleas, and threat strategies differ significantly among relationship stages. Additionally, information exchange, recommendations, and request strategies have dramatic effect on channel satisfaction across different stages.

Originality/value

This paper proposes the most appropriate model for channel managers to apply influence strategies judiciously in each relationship stage.

Details

International Journal of Commerce and Management, vol. 18 no. 1
Type: Research Article
ISSN: 1056-9219

Keywords

Article
Publication date: 18 April 2016

Kirsten Scully and Miguel Moital

The purpose of this paper is to examine peer influence in the context of purchasing collectively consumed products. The particular focus of the paper is on strategies used by…

1287

Abstract

Purpose

The purpose of this paper is to examine peer influence in the context of purchasing collectively consumed products. The particular focus of the paper is on strategies used by university students for persuasion and resistance when attending events and festivals.

Design/methodology/approach

Five females and three males studying for a degree in the UK were interviewed. Independent analysis of the interview transcripts was undertaken to identify persuasion and resistance strategies, as well as the factors influencing a strategy’s success.

Findings

A number of persuasion and resistance strategies are used and certain strategies use specific language techniques. Some of these strategies are only applicable to reference groups who have a history of consuming products together, as they resort to past experiences as a means of producing a persuasion or resistance argument. The extent to which the influence is successful is also discussed as being very subjective and dependent on the particular context of the persuasion exercise.

Originality/value

This is the first paper to exclusively examine peer influence in the context of collectively consumed products, notably influence and resistance strategies and the conditions which can make these effective. The paper illustrates the types of strategies peers use when attending events, in particular those used by people who live in a fairly close social system (university study) and where there is no formal hierarchy (in contrast with parent–children influence). The context can influence the types of strategies used, for example, the nature of the relationship between students, which is based on high levels of trust, makes it inappropriate to use certain strategies.

Details

Young Consumers, vol. 17 no. 1
Type: Research Article
ISSN: 1747-3616

Keywords

Article
Publication date: 1 January 2005

Leonidas C. Leonidou

Despite the critical role of the industrial buying situation in shaping buyer behavior and seller response, little research has been conducted to augment extant knowledge on the…

6929

Abstract

Purpose

Despite the critical role of the industrial buying situation in shaping buyer behavior and seller response, little research has been conducted to augment extant knowledge on the subject. To fill this gap, this article focuses on influence strategies that industrial buyers exert on their suppliers in different buying situations.

Design/methodology/approach

The study received information from 122 Greek producers of industrial goods through a mail survey based on a semi‐structured questionnaire. This incorporated 24 influence strategies equally divided into six groups (legalistic, coercive, reward, expert, referent, and informational), and respondents were asked to specify their degree of agreement or disagreement, whether these are used by their customers in three buying situations (straight re‐buy, modified re‐buy, and new task).

Findings

The study revealed that: industrial customers use a wide array of influence strategies, with those based on referent, expert, or legalistic sources being more widely employed; influence strategies vary in degree of application according to buying situation, and are least used by new‐task buyers; and straight re‐buyers tend to make greater use of expert, referent, and, to some extent, legalistic influence strategies, while modified re‐buyers employ more coercive and, to a lesser extent, information‐based influence strategies. Overall, influence strategies play an important role in industrial buying behavior, requiring sellers to treat customers differently in each buying situation.

Originality/value

Several suggestions for future research are provided, such as replicating the study in different geographic contexts, monitoring changes of influence strategies as a buyer moves from one buying situation to another, and investigating the countervailing actions taken by suppliers.

Details

Journal of Business & Industrial Marketing, vol. 20 no. 1
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 27 January 2012

Po‐Young Chu, Kuo‐Hsiung Chang and Hsu‐Feng Huang

This study aims to examine the means by which influence strategies and social mechanisms (trust and shared vision) influence the flexibility of suppliers, and its ultimate effect…

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Abstract

Purpose

This study aims to examine the means by which influence strategies and social mechanisms (trust and shared vision) influence the flexibility of suppliers, and its ultimate effect on the performance of manufacturers.

Design/methodology/approach

This study bases the major components of marketing research on previous studies related to influence strategies and flexibility in the supply‐chain. This empirical study utilized 162 SMIT survey samples.

Findings

Results show that using coercive influence strategies and developing a shared vision promote supplier flexibility and fully mediate the effects of trust on supplier flexibility. In addition, supplier flexibility has a significant positive impact on the performance of manufacturers.

Research limitations/implications

The perceptions of manufacturers regarding influence strategies and social mechanisms formed the basis of this study. Future studies could focus on the reciprocal strategies of suppliers, and the influence of these actions on the effectiveness of the influence strategies employed by manufacturers.

Practical implications

This paper adds to the existing management guidelines addressing the problem of ensuring increased flexibility from suppliers to enable a more rapid response to the demands of customers to enhance performance.

Originality/value

The paper provides novel insights into the impact of influence strategies and social mechanisms on the flexibility of suppliers.

Details

Journal of Business & Industrial Marketing, vol. 27 no. 2
Type: Research Article
ISSN: 0885-8624

Keywords

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