Decomposing Influence Strategies: Argument Structure and Dependence as Determinants of the Effectiveness of Influence Strategies in Gaining Channel Member Compliance

By J. Payan, Richard G. McFarland. 2005

277 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Safety Research, Social Psychology

View Paper: https://www.semanticscholar.org/paper/82a15ba6c53bf24c8f82ffef62f765810c18cfbb

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Goutam N. Challagalla
2. Tasadduq A. Shervani
3. L. Scheer
4. C. Fred Miao
5. Jason Garrett
6. Zhilin Yang
7. Chenting Su
8. Wenyu Dou

In Safety Research

1. Goutam N. Challagalla
2. Tasadduq A. Shervani
3. Richard G. McFarland

In Social Psychology

1. Goutam N. Challagalla
2. Tasadduq A. Shervani
3. C. Fred Miao
4. Zhilin Yang
5. Chenting Su
6. Richard G. McFarland
7. Nan Zhou

Citations in the corpus

• The effects of supplier capabilities on industrial customers’ loyalty: the role of dependence (2010, background): “attempted to capture both motivations in a single, comprehensive dependence scale by including items assessing both benefits and costs (e.g., Kumar et al. 1995, 1998; Payan and McFarland 2005 ).”
• Interpersonal influence as an alternative channel communication behavior in emerging markets: The case of China (2009, methodology): “Third, we use composite scales to measure both formal and informal influence strategies, though recent studies have employed multi-item measures that tap each aspect of influence strategies (Payan & McFarland, 2005).”
• Public procurement and EU tendering directives – explaining non‐compliance (2006, background): “Behavioural intention and actual behaviour are not always highly correlated ( Payan and McFarland, 2005 ).”
• Influence Tactics for Effective Adaptive Selling (2006, methodology): “…the basis of their orientation scores and identify the combinations of influence tactics that are effective for each cluster. ars and others (e.g., Boyle et al. 1992; Payan and McFarland 2005; Venkatesh, Kohli, and Zaltman 1995) and identify tactics that are especially pertinent in sales settings.”
• Control-based channel governance and relative dependence (2010, background): “Problems arise because the reseller can extract allowances and negotiate more favorable terms, rendering the supplier less able to influence its channel partner (see Payan and McFarland 2005 ).”