ISSN 2736-1721
Global Journal of Business Management ISSN 6731-4538 Vol. 10 (4), pp. 001-016, April, 2016. © International Scholars Journals
Full Length Research Paper
Moral intensity and the use of socially undesirable influence tactics with superiors in greater China: exploring the role of Chinese sub-culture in the hospitality industry of Hong Kong and Taiwan
Che-Jen Su1* and Kenneth K. Kwong2
1Department of Restaurant, Hotel and Institutional Management, Fu Jen Catholic University Taipei, Taiwan.
2Department of Management and Marketing, the Hong Kong Polytechnic University, Hong Kong.
Accepted 26 August 2015
Abstract
The purpose of this article is to integrate and extend previous research by examining the relative influence of the components of employees’ moral intensity (MI) on their use of two socially undesirable tactics: assertiveness and exchange of benefits, when attempting to influence their supervisors. It also looks at the moderating role of sub-culture in two greater Chinese regions. The responses of 268 Hong Kong and Taiwanese employees indicate that of all the dimensions of MI, probability of effect has the most strongly negative effect on the use of both influence tactics. Furthermore, Taiwanese culture with a relatively low power distance appears to reduce the impact on assertiveness of probability of effect, proximity, and temporal immediacy. Taiwanese culture also has relatively high uncertainty avoidance, which appears to weaken the relationship between probability of effect and exchange of benefits. Our findings provide insights into the ethicality of upward influence tactics.
Key words: Cultural values, greater China, moral intensity, socially undesirable influence tactics.