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The present study was undertaken to find out whether different influence tactics are evaluated the same way, or differently, in downward and upward exercise of influence; and whether appropriateness and effectiveness constitute two different dimensions of evaluation. Data were collected from 144 bank managers. Discusses implications of these findings. Results showed that for influencing subordinates, many more tactics are seen as being highly appropriate and effective, than for influencing superiors. Appropriateness and effectiveness emerged as two different dimensions of evaluation.

This study theorizes about the development of dominant tactics within social movements, as certain tactics within a tactical repertoire are used frequently and imbued with ideological significance. Little research has been done on hierarchies within tactical repertoires, assuming that all tactics within a repertoire are equal. Between 1974 and 2008, the US Religious Right attempted over 200 anti-gay referendums and initiatives to retract or prevent gay rights laws. This research examines how the lesbian, gay, bisexual, and transgender (LGBT) movement developed campaign tactics to fight these direct democracy measures. This research expands the existing literature on tactical repertoires by theorizing about the mechanisms by which tactics become dominant, namely, their affirmation by victories, responsiveness to countermovement escalation, and involvement of institutionalized social movement organizations to disseminate tactics. This research contradicts existing movement–countermovement literature that suggests that movements do not develop dominant tactics when mobilizing in opposition to a countermovement.

The purpose of this cross-cultural study was to investigate whether the embraced national culture was a distinguishing factor of preferred downward influence tactics and targeted goals by principals of different countries. The participants of the study were the public school principals in Turkey and the United States, two culturally distinct countries. The conceptual framework for the study incorporated the Cultural Dimensions (CDs) of Hofstede and the Profiles of Organizational Influence Strategies (POIS) of Kipnis and Schmidt; two pioneers in their respective fields. The findings of the study supported Hofstede's framework for three of the four dimensions for both countries. By employing a pseudoetic cross-cultural research methodology and a relational causal-comparative research design, the study first tested the reliability and construct validity of POIS (Form S) influence tactics scale, both in the Turkish context and in the public education contexts of the two countries. The findings partially supported the applicability of POIS in both countries by yielding a three-factor model for the Turkish context and a four-factor model for the public education context. The multivariate analyses strongly supported literature in regards to the culture-specific nature of leadership influence practices, and it identified national culture as a significantly distinguishing factor of both Turkish and American principals in their preferred influence tactics. Similarly, national culture was also a significantly distinguishing factor of groups in principals' targeted educational goals.

They say Eve tempted Adam with an apple. But man I ain’t going for that. Pink Cadillac – Bruce SpringsteenAll through history, individuals have spent considerable effort attempting to influence the behaviors and beliefs of others. As a principal issue in psychology (Forgas & Williams, 2001), social influence processes have been the subject of inquiry for a considerable length of time (Sherif, 1936) while Peterson (2001) argued that the manner in which individuals manipulate others represents the very core of social psychology. Extensive reviews of the social influence literature (e.g. Cialdini & Trost, 1998; Forgas & Williams, 2001) elucidate its powerful role in virtually all work and non-work domains.

This study uses Tilly's concept of repertoires of contention as a lens to examine the utilization of eight distinct contentious tactics, ranging from nonviolent demonstrations to rebellion. Using an original dataset on Latin America, I develop a measure of tactical fractionalization of 62 contentious campaigns in Latin America, and I find that, consistent with theory, the range of tactics within campaigns is limited, compared to the range of tactics found in the country or region as a whole. Second, an examination of the sample shows that the eight contentious tactics tend to coincide into three separate repertoires of contention: protest, strikes, and rebellion. Finally, I analyze two conflicting theories on the selection of contentious tactics: Tilly's regime theory and Lichbach's substitution model. The prevalence of the three repertoires depends a great deal on the regime type in place, the level of primary school enrollment (measuring state capacity), and the generalized level of repression. These variables were all suggested by Tilly's regime theory. Contentious challengers show no sign of shifting tactics in response to repression of that tactic in the past, which contradicts the substitution model.

Cluster analysis is applied to the union and employer tactics used in a sample of Ontario organising campaigns to identify the combinations of tactics or strategies that are used most often. Seven union organising strategies and five employer resistance strategies are revealed. Contingency table analysis shows that the union and employer strategies are not independent of one another. More active campaigns by one side (in terms of more tactics used) are met by more active campaigns by the other side. Regression analysis is used to estimate the effects of the strategies on the outcome of the organising campaign. The most active strategies, including intensive communication with workers and worker committees, work best for the employers. For unions, strategies emphasising personal communication through house calls are the most effective.

This chapter summarizes our current knowledge regarding use of managerial influence tactics in international settings, and reports the findings of a twelve-nation study on the relative effectiveness of different influence tactics in business organizations. Rational persuasion, consultation, collaboration and apprising were identified as effective tactics in all the countries. Giving gifts, socializing with the target, exerting pressure, and making influence attempts informally were rated low in effectiveness in all of the countries. Discriminant analysis confirmed that patterns of perceived effectiveness for the influence tactics can distinguish countries in a manner consistent with their known cultural values.

In this study, the construct validity and effectiveness of a newly identified influence tactic, organizational appeal, is tested. Utilizing a sample of practicing professional accountants, study results show that organizational appeal is distinct from other influence tactics, is perceived to be used frequently by supervisors, and is effective at influencing subordinates. The organizational appeal influence tactic could be particularly useful in situations where accounting supervisors and managers use proactive tactics to influence others to complete tasks or make decisions; to influence outsiders (e.g., suppliers, clients, government agents) over whom they have little authority; and where other influence tactics are not effective or appropriate.

The purpose of this study is to investigate the impact of organisational socialisation tactics, namely, context-based, content-based and social-based tactics, on affective commitment by the mediating role of perceived organisational support.

A quantitative study was conducted using a judgmental sample of 119 newcomers with one-year experience or less in Jordanian small and medium-sized enterprises. The collected data were analysed using bootstrapped procedure by the partial least squares-structural equation modelling.

The empirical results show that perceived organisational support plays a crucial role in mediating the relationships between socialisation tactics and affective commitment. Specifically, both social-based tactics and content-based tactics have a significant indirect effect on affective commitment through perceived organisational support. However, context-based tactics do not directly or indirectly influence affective commitment or perceived organisational support significantly.

To the best of the authors’ knowledge, this study is among the first studies in the Jordanian context that investigate the relationship between organisational socialisation and affective commitment by the mediating role of perceived organisational support, thus adding originality to the existing literature. Furthermore, this study contributes to the scholarly debate on the relationship between socialisation and outcomes.