The authors express their gratitude to Gary A. Yukl for his help in forming the conception of the present study. The first two authors contributed equally to this paper.
1559-1816/asset/olbannerleft.gif?v=1&s=2f1e2d4ae318cd9a67ef221a9da46c594a8538fa)
Differences in the Perceived Effectiveness of Influence Tactics Among Jews and Arabs: The Mediating Role of Cultural Values†
Article first published online: 21 OCT 2011
DOI: 10.1111/j.1559-1816.2011.00832.x
© 2011 Wiley Periodicals, Inc.
Additional Information
How to Cite
QIADAN, E., TZINER, A. and WAISMEL-MANOR, R. (2012), Differences in the Perceived Effectiveness of Influence Tactics Among Jews and Arabs: The Mediating Role of Cultural Values. Journal of Applied Social Psychology, 42: 874–889. doi: 10.1111/j.1559-1816.2011.00832.x
- †
Publication History
- Issue published online: 9 APR 2012
- Article first published online: 21 OCT 2011
- Abstract
- Article
- References
- Cited By
The study investigates differences between Jewish and Arab employees vis-à-vis their evaluation of the effectiveness of several influence tactics, and examines whether these differences are mediated by cultural differences. Rational persuasion was the only influence tactic that was evaluated as more effective by Jewish employees, in comparison with Arab employees. In contrast, ingratiation, pressure, and coalition were evaluated as more effective by Arab employees, in comparison with Jewish employees. Regarding cultural values, we found indulgence higher among Jewish employees than among Arabs, whereas uncertainty avoidance was higher among Arab employees. Examination of the mediating processes indicates that even after removing the influence of cultural values, Arab employees still judged these 3 tactics as more effective than did Jewish employees.