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Les stratégies d'influence dans les situations de travail en chine et en France. (French)
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- Author(s): Lacassagne, M.-F.; Castel, P.; Fu, P.P.
- Source:
European Review of Applied Psychology; Sep2004, Vol. 54 Issue 3, p165-171, 7p- Subject Terms:
- Source:
- Additional Information
- Abstract: Abstract: This study aimed to show the impact of social position, category and culture on strategies of influence in a managerial context. Although cultural norms in a society can lead to preferences for certain types of behaviour, status and organizational culture are also determinants in interpersonal relations. To demonstrate this phenomenon, a questionnaire was presented to middle managers belonging to different cultures (Chinese/French) and working in different sectors of activity (finance/industry). The participants were asked to evaluate strategies for dealing with situations in which a manager asks the target (of superior, equal or inferior status) to carry out a task. The results reveal some cultural similarities: there is relative consensus between Chinese and French managers on the strategies to adopt according to the status of the target. However, differences were also identified: in China there is more focus on relations with greater flexibility concerning social position. It appears therefore that certain values are necessary to participate in the phenomenon of globalisation, but these values seem to be negotiable, if not entirely negotiated, according to the culture. [Copyright &y& Elsevier]
- Abstract: Résumé: Cette étude vise à montrer l''''impact des déterminants positionnels, catégoriels et culturels sur les stratégies d''''influence mises en œuvre dans le cadre du management. Si les normes culturelles d''''une société amènent à privilégier un certain nombre de conduites, les « cultures d''''entreprise » sont également déterminantes, tout comme les usages liés aux positions sociales dans les relations interindividuelles. Pour mettre en évidence ce phénomène, nous avons soumis à un même questionnaire des cadres moyens appartenant à des cultures différentes (chinois–français) et travaillant dans des secteurs d''''activité différents (finance–industrie). Il a été demandé aux participants d''''évaluer des stratégies à mettre en place lorsqu''''un cadre doit amener une cible (de statut supérieur, équivalent ou inférieur) à effectuer une tâche. Les résultats permettent de mettre au jour de grandes ressemblances : les deux pays semblent relativement consensuels sur les stratégies à adopter selon le statut de la cible. Toutefois, des différences culturelles ont été également relevées : il y a une centration sur le relationnel et une plus grande souplesse positionnelle en Chine qu''''en France. Il semble admis alors que l''''adhésion à certaines valeurs est nécessaire pour participer au phénomène de mondialisation, mais que ces valeurs affichées sont culturellement négociables, si ce n''''est tout à fait négociées. [Copyright 2004 Elsevier]
- Abstract: Copyright of European Review of Applied Psychology is the property of Elsevier B.V. and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
- Abstract:
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