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When executives influence peers: Does function matter?
Author(s) -
Enns Harvey G.,
McFarlin Dean B.
Publication year - 2003
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.10072
Subject(s) - conger , sample (material) , function (biology) , business , public relations , marketing , psychology , political science , chemistry , chromatography , evolutionary biology , fishery , biology
Executives often spend considerable time and energy trying to influence peers to support new initiatives(e.g., Conger, 1998; Enns, Huff, & Golden, 2001). That said, we know relatively little about howexecutives actually influence their peers. Using a sample of 132 executives, the present study found thatfinance executives differed the most from other executives in terms of the influence tactics and contexts usedwhen influencing peers. Human resource executives also differed considerably from their counterparts inoperations regarding influence tactics and contexts. Possible explanations, directions for future research, andimplications for management are discussed. © 2003 Wiley Periodicals, Inc.