Abstract: This paper is a systematic review of literature on organizational influence tactics. Influence tactics are skills which people used to influence others to obtain personal benefits or to satisfy organizational goals. Using influence tactics could be served as an indicator of individual’s interpersonal influence power and their career development in organization, that’s the main reason why researchers pay so much attention to influence tactics for decades of years. The article reviewed the main aspects relate to influence tactics in organizations which researchers most concerns. These aspects include structure, measurement, antecedents and outcomes of influence tactics, and cross-cultural study on influence tactics. A series of questionnaires to measure influence tactics according to different kind of influence behavior were developed by organization scholars. Profile of Organizational Influence Tactics (POIS) was the first scale to measure influence tactics at work. It contains 7 dimensions, and the psychometric property testing of POIS showed that this scale had a good reliability and validity. Influence Behavior Questionnaire (IBQ) is another scale to measure influence tactics, IBQ contains 8 dimensions, but its psychometric properties were better than POIS. Taking culture into account, the scale of Strategies of Upward Influence (SUI) could measure influence tactics across different culture. SUI contains two clustered-dimensions and 11 single dimensions. Psychometric property testing of SUI in different culture showed that SUI had a more acceptable reliability. The review of previous research on influence tactics indicated that motivation, self-monitor, and locus of control were main antecedents of influence tactics; these dispositional variables were found significantly effect on individuals’ influence tactics. While performance evaluation, promotion, salary and, in recent years, positive organizational behavior were main outcomes of influence tactics, they were found significantly effected by influence tactics. Researchers, recently, attached more importance to comparison study of influence tactics between Chinese culture and Western culture. They found significant difference of using influence tactics between Chinese employees and Western employees. For example, the research showed that Chinese managers tend to give “gift giving” a more effective evaluation, while American managers tend to give “reasonable persuasion” a more effective evaluation. Although there are many useful implications for personnel management, the notable drawbacks still existed in previous studies as follows: First, most studies tend to use questionnaire investigation as primary research method to collect data, that may cause some statistical bias such as self-report distortion and system bias. Second, the sample of most studies was limited to management employees, only a few researchers selected sample from both management and non-management employees. Third, the localized research of influence tactics in China needs to be improved, for that most localized studies of influence tactics in China rely on concept construction, theories and measurement tools which came from western studies. Few studies of influence tactics concern about the Chinese traditional culture (such as Chinese interpersonal relationship, Chinese people’s etiquettes, and the culture of face dignity) up to now. These problems and drawbacks of previous studies can also be regarded as the directions for future research.

Key words: influence tactics, organization, interpersonal influence, review

摘要： 影响策略是指个体采取的旨在使他人态度和行为产生预期改变的行为方式。组织情境下的影响策略受动机、场控制和自我监控等因素的影响，对工作绩效、薪酬、晋升和一些积极组织行为有显著的预测作用。本文侧重介绍了影响策略的结构、测量、前因后果变量以及跨文化研究等方面内容，总结了已有研究为管理实践提供的有价值参考，并指出研究方法的有效互补、对基层职员影响策略的关注和基于中国人行为观念的本土化研究是今后探讨的主要方向。

关键词: 影响策略, 组织, 人际影响, 述评