Indian Journal of Industrial Relations: Economics & Social Dev.

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Influence Strategies & Organizational Success: Moderating Effect of Organizational Culture


Affiliations
1 Department of Business Administration, North Eastern Regional Institute of Management, Joya Nagar, Guwahati 781022, India
2 Indian Institute of Technology Guwahati, Guwahati 781 039, India
     

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The study investigates how organizational culture affects the relationship between downward influence strategies and organizational success. Organizations were classified into two categories (participative and manipulative) and two separate sets of stepwise multiple regressions were performed for each dependent variable, considering influence strategies as independent variable and organizational success variables as dependent variables. The results indicate that participative culture encourages the use of personalized relationship, exchange of benefits and assertiveness, and discourages the use of asserting expertise and negative sanctions to facilitate the success of the organization. Personalized relationship may increase commitment but it is also likely to make organization less effective.
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  • Influence Strategies & Organizational Success: Moderating Effect of Organizational Culture

Abstract Views: 329  |  PDF Views: 0

Authors

Sangeeta Tripathi
Department of Business Administration, North Eastern Regional Institute of Management, Joya Nagar, Guwahati 781022, India
Nachiketa Tripathi
Indian Institute of Technology Guwahati, Guwahati 781 039, India

Abstract


The study investigates how organizational culture affects the relationship between downward influence strategies and organizational success. Organizations were classified into two categories (participative and manipulative) and two separate sets of stepwise multiple regressions were performed for each dependent variable, considering influence strategies as independent variable and organizational success variables as dependent variables. The results indicate that participative culture encourages the use of personalized relationship, exchange of benefits and assertiveness, and discourages the use of asserting expertise and negative sanctions to facilitate the success of the organization. Personalized relationship may increase commitment but it is also likely to make organization less effective.

References