Choices Of Influence Strategies Research Articles

Exploring learning strategies used by Jordanian University EFL learners in argumentative writing tasks: the role of gender and proficiency

This study investigates learning strategies in argumentative writing tasks among 60 English as a Foreign Language (EFL) university students, classified as proficient or less-proficient writers based on essay scores. Data were collected through a validated questionnaire assessing six categories of learning strategies: affective, metacognitive, social, compensatory, cognitive, and memory. Findings suggest female students utilize affective strategies more than males, but proficiency level does not significantly influence strategy choice. The results underline the need for explicit instruction in learning strategies as current student usage appears rudimentary. The study emphasizes the role of learning strategies in enhancing EFL writing performance, and future research could explore specific learning strategies in different language learning tasks.

When Ignoring Negative Feedback Is Functional: Presenting a Model of Motivated Feedback Disengagement

Contrary to popular belief, negative feedback occasionally hinders performance improvements. Investigations targeting this feedback-performance gap usually rest on two assumptions: (a) Feedback recipients want to improve their performance (have an improvement goal), and (b) feedback recipients engage with the negative feedback. We argue that people sometimes disengage from negative feedback for hedonic-goal attainment (to feel good). To explain such functional feedback disengagement, we conceptualize feedback processing from an emotion-regulation perspective, the model of motivated feedback disengagement. We posit that feedback-induced negative affect may render hedonic goals more salient than improvement goals, motivating emotion regulation. After forming the intention to regulate their emotions, feedback recipients select and implement an emotion-regulation strategy. We consider two common engagement strategies (reappraisal and feedback focus) and two common disengagement strategies (distraction and feedback removal). These strategies differentially impact recipients’ affect and feedback processing. Strategy-, person-, and situation-related factors influence strategy choice. Feedback processing is cyclical and dynamically unfolds over time. The model provides novel directions for future investigations and practical implications for stakeholders in negative-feedback contexts.

A study of parent–adolescent interaction

PurposeThe purpose of this study is to examine the impact of family communication patterns (FCP) on adolescents’ choice of influence strategies and parents’ choice of response strategies in situations of parent–child purchase decision disagreement.Design/methodology/approachThis study uses family triadic (mother–father–child) survey data collected from 294 Korean families. The study develops classifications of adolescent influence strategies and parental response strategies in the initial stage and subsequently investigates the impact of FCP on the adolescent child’s use of influence strategies and each parent’s use of response strategies. The final stage of the study involved an exploratory investigation aimed at discovering the adolescent influence strategies and parental response strategies that are likely used in conjunction.FindingsResults show an overall significant impact of FCP on both adolescents’ use of influence strategies and parents’ use of response strategies. They further reveal that Korean mothers tended to encounter their children’s persistent influence attempts with unyielding, strict response strategies. The types of response strategies used by Korean fathers were not linked to particular types of influence strategies used by their children but linked to their level of education attained and household income.Practical implicationsFindings of this study may help marketers formulate an appropriate marketing communication strategy that can be effective in resolving parent–child purchase disagreement.Originality/valueWith its focus on the adolescent influence strategies, parental response strategies, and FCP as a factor influencing the strategy choice by adolescents and parents, this study provides new insights into the parent–child interaction taking place in situations of parent–child disagreement about a purchase decision.

Analysis of Language Learning Strategies Used by Two Groups of Students of Differing Age Range

This short exploratory study aims to analyze the language learning strategies used by part of two groups of students with different age range in seventh and eleventh grade. The instruments used to carry out this study were: an adapted questionnaire to identify Language Learning Strategies (LLS), a focus group discussion, and an interview. The results show that age is an important factor when determining LLS. However, it was also found that there are other variables such as task nature, course methodology, and parents’ availability, among others, that may influence strategy choice.

Determinants of influence strategies in international strategic alliances

Purpose – The purpose of this study is to investigate how relative power and mutual commitment affect partners’ choice of influence strategies and how national culture may moderate these effects in the context of international strategic alliances. Design/methodology/approach – In two experiments involving US and Chinese managers, respectively, the study looks into situations wherein a party’s power is lower, equal or higher, all relative to the other party, and there is high versus low mutual commitment between the two parties. The effects of relative power and mutual commitment on influence strategies are also compared between US and Chinese managers. Findings – There is no significant difference between low and equal power with regard to choice of influence strategies. However, moving from a low/equal power to a high-power position, a party’s use of integrative (non-mediated) communications decreased significantly, whereas the use of coercive (mediated) communications increased significantly. The results also show that the effect of relative power is greater when mutual commitment is low than when mutual commitment is high. Finally, there is evidence that the effect of power is stronger for the Americans, whereas the effect of commitment is stronger for the Chinese. Originality/value – The paper offers a finer account of power relations wherein a party’s power is lower than, equal to or higher than that of the other party and explores the moderating effect role of national culture on the linkages from relative power and relationship commitment to influence strategy use.

Relational power and influence strategies: a step further in understanding power dynamics

PurposeThe purpose of this study is to examine the existence of relational power which is derived from an indigenous Chinese construct – guanxi. The authors also test the hypotheses of relational power with two well established power sources (position and personal power) and their relationships with influence strategies (persuasive, assertive and relationship‐based).Design/methodology/approachThe authors employed a mixed method approach. The survey study included 438 Chinese respondents whereas the follow‐up interview study included 17 managers from different industries, collected across main cities in China.FindingsThe analysis of the data from survey responses provides support for the authors' argument regarding the existence of relational power. Survey results showed that all three power sources predicted leaders' choices of influence strategies. The follow‐up qualitative findings from additional interviews with managers also shed interesting insights into the dynamics of different power sources.Research limitations/implicationsThe use of a convenience sample may limit the generalizability of the findings. Notwithstanding, the study contributes to the power literature by adding a new dimension to the existing power typology, thus helping us better understand how different power sources affect leaders' choices of influence strategies.Practical implicationsThe study offers new insights to both practitioners and academicians, which is of growing importance because knowledge on power sources and understanding how it operates should help managers consciously cultivate desirable types of power. This study also shows the dynamics of guanxi, thus helping the Westerners better understand work relationships in China and understand why guanxi/relational power is effective here.Originality/valueThe paper integrates the power‐dependency theory and an indigenous Chinese construct – guanxi and empirically examines how the authors' proposed power source – relational power – affects leaders' choices of influence strategies. The paper argues that by adding this new power source to the power typology which has dominated the power literature for half a century can fully capture the sources of power embedded in an organizational setting, and generate practical implications on leader‐member interactions.

Children’s Choice of Influence Strategies in Family Purchase Decisions and the Impact of Demographics

The existing literature has shown that children have an influence in family purchase decisions and recognized different influence strategies children use to influence their parents. The present study is based on survey approach and intends to understand children’s choice of influence strategies and the impact of various demographic factors. A sample of 180 children in Delhi was studied by using structured questionnaire from June 2011 to March 2012. The findings of the study reveal that children basically use four major types of influence strategies in family purchases and the choice of a particular influence strategy depends on children, parent and family characteristics.

Spontaneous Gestures Influence Strategy Choices in Problem Solving

Do gestures merely reflect problem-solving processes, or do they play a functional role in problem solving? We hypothesized that gestures highlight and structure perceptual-motor information, and thereby make such information more likely to be used in problem solving. Participants in two experiments solved problems requiring the prediction of gear movement, either with gesture allowed or with gesture prohibited. Such problems can be correctly solved using either a perceptual-motor strategy (simulation of gear movements) or an abstract strategy (the parity strategy). Participants in the gesture-allowed condition were more likely to use perceptual-motor strategies than were participants in the gesture-prohibited condition. Gesture promoted use of perceptual-motor strategies both for participants who talked aloud while solving the problems (Experiment 1) and for participants who solved the problems silently (Experiment 2). Thus, spontaneous gestures influence strategy choices in problem solving.

Marital power bases as predictors of spousal influence strategies in a vacation purchase decision

PurposeThis paper aims to uncover the relationships between marital power and influence strategies used during couples' vacation decision processes. Marital power includes two dimensions: the first dimension is objective and composed of actual economic resources; the second is subjective and composed of feelings such as spousal love or self‐esteem.Design/methodology/approach192 couples completed a questionnaire that included statements describing different influence strategies utilized during the vacation purchase‐decision process; respondents indicated the frequency with which they employed each strategy.FindingsSubjective marital power is associated with the use of spousal influence strategies. Objective marital power does not predict the use of these strategies.Research limitaions/implicationsThese findings highlight a hitherto understudied aspect of marital power – subjective power.Practical implicationsConsumer researchers and vacation marketers should take into account the subjective marital power balance and its impact on influence strategies during couples' vacation decision processes.Originality/valueThis study shows that during a vacation decision process, the marital power balance between partners impacts on the choice of spousal influence strategies. Secondly, economic power is not the dominant factor that affects the choice of influence strategy; rather, interpersonal power is influential in the use of spousal influence strategies during the vacation decision process.

Influence strategies in shareholder engagement: a case study of all Swedish national pension funds

Investors spend money and resources trying to reduce the environmental, social and governance risks in companies they own. If unattended, these risks may cause reputational damage not only to the portfolio firm but also to its owner. In this article, we study five Swedish national pension funds and the influence strategies used in shareholder engagement. Knowledge about influence strategies is important because successful shareholder engagements can lead to more sustainable corporate behaviour and a lower risk to the investor. In addition to the traditional power and legitimacy dependencies that have been reported as influential in deciding stakeholder salience, our findings reveal five additional factors useful for determining influence strategies in shareholder engagement. We provide a conceptual model showing how these factors interlink with choices of influence strategies, offering a practical use of this study. Stakeholder theory has been used as our theoretical frame of reference, based on existing influence strategy literature using a stakeholder—firm perspective.

Estradiol does not influence strategy choice but place strategy choice is associated with increased cell proliferation in the hippocampus of female rats

Adult neurogenesis occurs in the hippocampus of most mammals. While the function of adult hippocampal neurogenesis is not known, there is a relationship between neurogenesis and hippocampus-dependent learning and memory. Ovarian hormones can influence learning and memory and strategy choice. In competitive memory tasks, higher levels of estradiol shift female rats towards the use of the place strategy. Previous studies using a cue-competition paradigm find that 36% of male rats will use a hippocampus-dependent place strategy and place strategy users had lower levels of cell proliferation in the hippocampus. Here, we used the same paradigm to test whether endogenous or exogenous ovarian hormones influence strategy choice in the cue-competition paradigm and whether cell proliferation was related to strategy choice. We tested ovariectomized estradiol-treated (10 μg of estradiol benzoate) or sham-operated female rats on alternating blocks of hippocampus-dependent and hippocampus-independent versions of the Morris water task. Rats were then given a probe session with the platform visible and in a novel location. Preferred strategy was classified as place strategy (hippocampus-dependent) if they swam to the old platform location or cue strategy (hippocampus-independent) if they swam to the visible platform. All groups showed a preference for the cue strategy. However, proestrous rats were more likely to be place strategy users than rats not in proestrus. Female place strategy users had increased cell proliferation in the dentate gyrus compared to cue strategy users. Our study suggests that 78% of female rats chose the cue strategy instead of the place strategy. In summary the present results suggest that estradiol does not shift strategy use in this paradigm and that cell proliferation is related to strategy use with greater cell proliferation seen in place strategy users in female rats.

Stakeholder influence strategies in bidding for a professional sport franchise license

This paper examines an application for a franchise license in Australia's professional rugby league competition, the National Rugby League (NRL). Frooman's (1999) typology of stakeholder influence strategies is used to analyse the negotiation of resource relationships between a Gold Coast franchise bid team and its key stakeholders. Primary data came from 12 interviews with nine key actors in the bid process; these were buttressed by secondary data. Frooman's typology provided a useful heuristic, but did not fully account for the critical role of firm legitimacy in stakeholders’ choice of influence strategies. The bid team negotiated stakeholders’ initial direct withholding strategies by creating access to the intangible resource of legitimacy. This subsequently provided access to material resources such as finance, a new stadium, and, ultimately, a franchise license. The findings are of note to practitioners and scholars interested professional sport and stakeholder theory.

Managing Up the Hierarchy: US Correctional Institutions and Differences in the Use of Influence Strategies

Abstract This study generated and tested hypotheses regarding the use of upward influence strategies and gender in a US prison system. The present study focused on the upward influence strategies used by male and female employees across ten different prisons. Kipnis and Schmidt’s Profile of Organizational Influence Strategies was administered to 201 state employees. The sample was 85 % African American and nearly equally distributed by gender. Data was analyzed for differences among demographic groups. Results show that males use Reason, Bargaining and Coalition strategies; whereas, females use Friendliness strategies more frequently to influence their boss. Implications for research on the choice of influence strategies between genders in a predominately African American population are explored.

Transforming partner relationships through technological innovation

PurposeTo develop and propose a conceptual model that explains why downstream channel members (e.g. retailers) are likely to adopt or resist the implementation of emerging partner relationship management (PRM) technologies by their channel counterparts (i.e. suppliers).Design/methodology/approachThe conceptual model is grounded in organizational innovation theory and utilizes select case examples to support posited relationships.FindingsResellers' level of commitment to new PRM tools deployed by suppliers is likely to be driven by their perception of the technology's impact on the equity (i.e. fairness) and efficiency (i.e. cost) of existing channel relationships. In turn, resellers' perceptions about the equity and efficiency implications of PRM technology adoption are expected to be influenced by several factors, including: environmental factors, suppliers' choice of influence strategies and the characteristics of the exchange relationship.Research limitations/implicationsAside from offering several testable propositions, the paper also raises various questions that are worthy of investigation, such as: To what extent (if at all) do boundary‐spanning technologies alter the basic nature of channel relationships? Can the deployment of PRM tools simultaneously lead to both greater channel conflict and coordination? Do differences in reseller commitment result when different implementation partners (i.e. third‐party software firms) handle the deployment of the technology across geographic regions?Originality/valueThe paper builds on the inter‐organizational concepts of equity and efficiency to offer a new perspective on the adoption of boundary‐spanning technologies in a channel setting.

Relative power and influence strategy: the effects of agent/target organizational power on superiors' choices of influence strategies

AbstractThe present study examined superiors' tendency to utilize different top–down influence strategies according to their evaluation of their own power relative to that of their subordinates. Four hundred and fifty‐five subordinates (schoolteachers) from different schools described the extent to which their superiors used each item of the influence strategy questionnaire to influence them, while their immediate superiors evaluated superior's power and subordinate's power. Overall, superiors tended to use soft and rational strategy more often than hard strategy. However, regarding the parameter of relative power, the results indicated that the agent's power, as well as the target's power, affected the superior's choice of particular influence strategy. The results suggest that power should be discussed in relative rather than absolute terms. Copyright © 2001 John Wiley & Sons, Ltd.

Value Incongruity and Strategic Choice

Research addressing how values held by individuals in organizations influence strategy choice and implementation is as yet fragmented. Different strands of this research have yielded contradictory prescriptions for strategy. This paper examines how values affect strategy, by focusing on the social control they exert. Social control manifests itself through the behaviours permitted and proscribed by given values.We call a value a core value when the social control it exerts supersedes that of most other values in a value system. When the social control a value exerts is itself superseded by that exerted by most other values in a system, we call the value a peripheral value in that system.Strategies could be depicted as containing implicit values, in that they too entail prescriptions for behaviour. Thus, core values implicit to strategies enable behaviour essential for the success of strategies. Values seemingly peripheral to strategies enable behaviour peripheral or even tangential to their success. This paper discusses several contingencies – clashes between core values of decision makers and values implicitly at the core of strategies, core and peripheral values, as well as clashes between peripheral values – in the context of both corporate and competitive strategies. Finally, some factors that might mitigate these clashes, are also discussed

The effect of perceived subordinate communicator style on physician‐executives' choices of compliance‐gaining strategies

Little is known about the way physicians perform as managers in influence situations. This investigation was an effort to fill this gap in the literature and to illuminate how a target's communicator style affects agents' strategic choices. Specifically, physician‐executives' choices of influence strategies when seeking to persuade subordinates who communicate in perceived attractive and unattractive styles were examined. A total of 222 physician‐executives working across the United States and belonging to the American College of Physician‐Executives completed questionnaires. The results revealed that physician‐executives were (a) significantly more likely to use the strategies of reason and friendliness when influencing a subordinate who was perceived as communicating in an attractive than in an unattractive style, and (b) significantly more likely to use the strategies of assertiveness, bargaining, coalition, higher‐authority and sanctions when influencing a subordinate who was perceived as communicating in an unattractive than in an attractive style.

Power Strategies in Interpersonal Relationships

The present study was designed to examine the effects of both power and gender in the use of influence strategies. Women and men responded to three scenarios in which they interacted with an imagined partner in situations with different levels of interpersonal power: more power than their partner (expert), less power (novice), and the same amount of power (equivalent). Partners were either same sex or other sex. Participants used more direct strategies when they were experts and more indirect strategies when they were novices, and women and men were very similar in the strategies they selected. Overall, power differences had a more profound effect than gender in predicting the choice of influence strategies. What are often construed as gender differences in social influence probably are perceived power differences. As such, gender differences in behavior must be understood within a context of status and power.

Physician-Executives Use of Strategies: Gaining Compliance From Superiors Who Communicate in Attractive and Unattractive Styles

Little is known about the way physicians function as managers in influence situations. In an effort to fill this gap in the literature and to illuminate how a target's communicator style affects agents' strategic decisions, this study examined 222 physician-executives' choices of influence strategies when seeking to gain compliance from superiors who communicate with them in attractive and unattractive styles. The findings show that physician-executives are (a) significantly more likely to reason with a superior who communicates in an attractive style; (b) equally likely to be friendly with a superior who communicates in either an attractive or an unattractive style; and (c) significantly more likely to use the strategies of assertiveness, bargaining, coalition, and higher authority when influencing a superior who communicates in an unattractive rather than an attractive style.

Political Applications of the Psychology of Interpersonal Influence and Social Power

presented with particular attention to its applicability to the analysis of confrontation between major political figures. The analysis follows a series of steps, both from the perspective of the influencing agent and the target: First, it examines the motivations to influence and to resist influence, motivations which are often much more complex than the immediate extrinsic goals. These, in turn, determine the choices of influence strategies, the selection of the bases of power (reward, coercion, legitimate, expert, referent, or information) or more complex strategies, the manner or mode in which the power is exercised or resisted, and the stage-setting or preparatory devices to influence or resist influence. The degree and form of compliance are determined by all of these factors. Following the influence attempt, successful or unsuccessful, there is a reassessment of the interpersonal relationship by both the target and the agent, with the stage set for different strategies of influence and resistance in the next go-round. For illustration, the model is applied to the analysis of confrontations between Hitler and von Schuschnigg and between Truman and MacArthur.