A comparison of influence strategies utilized by managers in American and Japanese organizations

Abstract

Two questions were addressed in this study: (1) What specific communication strategies are employed by Japanese managers to influence their subordinates? and (2) How are those strategies similar to, and different from, the strategies employed by American managers? Two hypothetical compliance‐gaining situations were presented to 74 Japanese managers and 65 American managers. Written responses were coded using a 19‐category scheme. The study found that Japanese managers tend to rely more often on altruism‐based strategies, while American managers tend to rely more often on reward‐ or punishment‐based strategies.

Key concepts:

• Japanese management
• American management
• Managerial influence
• Compliance‐gaining
• Influence strategies
• Compliance‐gaining strategies
• Communicative strategies
• Power
• Persuasion