Influence strategies of project managers in the information-technology industry

EMJ - Engineering Management Journal

Volumn 9, Issue 2, 1997, Pages 7-14

  Lee, David R ^a   Bohlen, George A ^a  

^a UNIVERSITY OF DAYTON   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

DATA ACQUISITION; INFORMATION TECHNOLOGY; STRATEGIC PLANNING; SUPERVISORY PERSONNEL;

MANAGEMENT DESIGN;

PROJECT MANAGEMENT;

EID: 0031167148     PISSN: 10429247     EISSN: None     Source Type: Journal    
DOI: 10.1080/10429247.1997.11414935     Document Type: Article

References (8)

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2. French, Jr., John R. P., and Bertram H. Raven, “The Bases of Social Power.” In D. Cartwright (ed.), Studies in Social Power, Ann Arbor, Michigan: Institute For Social Research (1959), pp. 150-167.
3. Kipnis, David, Stuart M. Schmidt, and Ian Wilkinson, “Intraorganizational Influence Tactics: Explorations in Getting One’s Way.” Journal of Applied Psychology, 65:4(August 1980), pp. 440-452.
4. Lee, David R., George A. Bohlen, and Patrick J. Sweeney, “A Comparison of U.S. and European Project Manager Decision-Making Styles.” Engineering Management Journal, 7:3 (September 1995), pp. 25-32.
5. Raven, Bertram H., “The Bases of Power: Origins and Recent Developments.” Journal of Social Issues, 4 (Winter 1993), pp. 227-251.
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7. Yukl, Gary, and Cecilia M. Falbe, “Importance of Different Power Sources in Downward and Lateral Relations.” Journal of Applied Psychology, 76:3 (June 1991), pp. 416-423.
8. Yukl, Gary, and J. Bruce Tracey, “Consequences of Influence Tactics Used with Subordinates, Peers, and the Boss.” Journal of Applied Psychology, 77:4 (August 1992), pp. 525-535.