Influence strategy mixes in complex organizations

This paper proposes and evaluates a model of the choice and context of individual influence strategy mixes between dyads in complex organizational systems. Such influence strategy mixes are relevant to dyads from the same work group subsystem and from different work group subsystems, as well as to dyads from different organizational systems. An empirical taxonomy of influence strategy mixes is developed and the choice of a particular influence mix is shown to be significantly related to the characteristics of the target person and of the dyadic relationship between focal and target persons. Multivariate analytical procedures are used to delineate the potency of these characteristics in differentiating among the mix of influence strategies employed. The results are consistent with those of earlier studies and provide new insights on the nature of dyadic influence in organizational life.