Social influence processes in organizations and human resources systems

• Published in: Research in Personnel and Human Resources Management Vol. 21; pp. 65 - 127
• Main Authors: Ferris, Gerald R., Hochwarter, Wayne A., Douglas, Ceasar, Blass, Fred R., Kolodinsky, Robert W., Treadway, Darren C.
• Format: Book Chapter
• Language: English
• Published: Emerald Group Publishing Limited 13.11.2002
• DOI: 10.1016/S0742-7301(02)21002-6
• ISBN: 0762309733; 9780762309733
• ISSN: 0742-7301

Social influence processes in organizations involve the demonstration of particular behavioral tactics and strategies by individuals to influence behavioral outcomes controlled by others in ways that maximize influencer positive outcomes and minimize negative outcomes. Such processes necessarily draw from research in topic areas labeled impression management, self-presentation, interpersonal influence, and organizational politics. However, few efforts have been made to integrate this work for purposes of assessing our current knowledge base, and identifying gaps and thus areas in need of further investigation. The present paper provides a critical analysis and review of theory and research on social influence processes in the workplace, with particular emphasis on human resources systems, organized according to the What, the Where, the Who, and the How of influence. In the process, we identify neglected areas, including theory-building challenges, as well as key issues in need of empirical investigation.