Differences in the Perceived Effectiveness of Influence Tactics Among Jews and Arabs: The Mediating Role of Cultural Values


  • 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.

Aharon Tziner, Behavioral Studies and Organizational Behavior, Netanya Academic College, Netanya. E-mail: atziner@netanya.ac.il


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.