10.2190/7VED-TN82-A3GF-49HY 7VEDTN82A3GF49HY 47 ORGANIZATIONAL CULTURE AND THE USE OF INFLUENCE TACTICS BY MANAGERS 47 57 20030123 20030123 20030123 20030123 7VEDTN82A3GF49HY.pdf http://baywood.metapress.com/link.asp?target=contribution&id=7VEDTN82A3GF49HY 1 HERMAN STEENSMA SJOUKJE JANSEN CARINA VONK Leiden University, The Netherlands This study investigates the relationships between influence tactics of managers and organizational culture. Organizational members filled out questionnaires measuring four cultural values orientations (support, goals, innovation, rules), and nine influence tactics (consultation, ingratiation, inspirational appeals, rational persuasion, legitimating, pressure, exchange, personal appeals, coalition). Four hypotheses on the relationship between cultural orientation and use of influence tactics were tested and received mixed support. E. H. Schein, How Culture Forms, Develops and Changes, in R. H. Kilmann, M. J. Saxton, and R. Serpa & Assoc. 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