An Examination of Individual Differences as Moderators of Upward Influence Activity in Strategic Decisions
- 1 October 1986
- journal article
- research article
- Published by SAGE Publications in Human Relations
- Vol. 39 (10) , 933-953
- https://doi.org/10.1177/001872678603901004
Abstract
This study examines the upward influence capabilities of middle level managers (MLMs) in a variety of strategic decisions. It was found that: (1) MLMs tended to be successful in their upward influence interactions but exerted influence primarily in less risky strategic decisions, (2) MLMs who had been working for their superior for a long period of time were extremely influential in strategic decisions, and (3) MLMs who were high in their needs for achievement or power or who had an internal locus of control were more influential in strategic decisions than were MLMs who were low in their needs for achievement or power or who had an external locus of control.Keywords
This publication has 17 references indexed in Scilit:
- Intraorganizational influence tactics: Explorations in getting one's way.Journal of Applied Psychology, 1980
- Socialization at the top—How CEOs and subordinates evolve interpersonal contractsOrganizational Dynamics, 1980
- The Exercise of Upward Influence in OrganizationsAdministrative Science Quarterly, 1978
- The daily power gamePublished by Springer Nature ,1977
- The Structure of "Unstructured" Decision ProcessesAdministrative Science Quarterly, 1976
- Toward a Social System Theory of Corporate StrategyThe Journal of Business, 1976
- The Behavioral Theory of the Firm and Top-Level Corporate DecisionsAdministrative Science Quarterly, 1971
- A Strategic Contingencies' Theory of Intraorganizational PowerAdministrative Science Quarterly, 1971
- Toward a theory of motive acquisition.American Psychologist, 1965
- Sources of Power of Lower Participants in Complex OrganizationsAdministrative Science Quarterly, 1962