“Cross-cultural differences in the perceived effectiveness of influence tactics used in change efforts” Replicating Yukl, Fu and McDonald in a Dutch – Ghanaian Context

In this study the relationship between national culture and the perceived effectiveness of influence tactics used in change efforts was tested amongst Dutch and Ghanaian middle managers. The central question was; “How do the perceptions of Dutch and Ghanaian middle managers diver with respect to the effectiveness of influence tactics available in a change situation? ” The research was a replication of an earlier study conducted by Yukl, Fu and McDonald (2003), which looked at differences in perception between American, Chinese, Hong Kong Chinese and Swiss managers regarding the effectiveness of eleven influence tactics used to initiate or resist change. The results from this study showed that values determined by national culture have a significant impact on the perceived effectiveness of influence tactics. Various other studies have confirmed the outcomes of the research by Yukl et al. (e.g. Fu & Yukl, 2000; Koopman & Boonstra, 2005; Qiadan, Waismel-Manor & Tziner, 2011), however the results had not yet been tested in a Dutch – Ghanaian context. The perceptions of the Dutch and Ghanaian middle managers were reviewed using an online questionnaire based on the Influence Behaviour Questionnaire (IBQ) by Yukl, Seifert and Chavez (2008) and the Values Survey Module (VSM) by Hofstede, Hofstede, Minkov and Vinken (2008). The IBQ describes eleven influence tactics which the respondents were asked to rate for effectiveness in three different change situations. They were also requested to estimate how often each of the influence tactics are used within their organisation. In addition, the VSM was used to inquire into cultural values. The MANOVA’s used for the research showed that Dutch middle managers preferred a small power distance, whereas the Ghanaian managers in the research accepted a larger power distance. Therein lays one of the major differences between Dutch and Ghanaian national culture, which also impacts the perceived effectiveness of the available influence tactics. The research showed that Dutch middle managers generally perceived soft influence tactics as very effective and hard tactics as very ineffective. Ghanaian middle managers judged the effectiveness of hard influence tactics less negative. Both Dutch and Ghanaian middle managers considered rational influence tactics to be the most effective. The research has shown that Dutch and Ghanaian middle managers differ in their perceptions of the effectiveness of influence tactics which are used to initiate or resist changes and that this variance is significantly related to cultural differences. Thereby extending the findings from the study of Yukl et al. (2003) into a different context. These results can be of value when exercising influence in a cross-cultural context. By understanding the preferences and expectations for the use of influence tactics in a different cultural context, it possible to make a more informed choice from the available tactics. This in turn could contribute to the effectiveness of Dutch middle managers leading change effort in Ghana.