Bases of Power, An Empirical Case Study in Saudi Arabia Cultural Dimension

Mohammad I. At-Twaijri; Salem Matter Al-Ghamdi

doi:10.1108/eb008420

Bases of Power, An Empirical Case Study in Saudi Arabia Cultural Dimension

Mohammad I. At-Twaijri, Salem Matter Al-Ghamdi

Department of Management and Marketing

Research output: Contribution to journal › Review article › peer-review

Abstract

This study presents the results of a field research designed to assess the seven bases of supervisory influence over respondents in industrial organisations working in Saudi Arabia. These seven bases of influence are: referent, experience, reward, coercive, legitimate, connection and information. The sample is composed of Saudi subjects as well as non-Saudi subjects. The respondents ranked the seven methods of influence according to their importance. Results pertaining to factor analysis indicate that culture can decide the significance of an influence method over another. This points to the fact that Saudi participants and non-Saudi participants have different sets of power bases.

Original language	English
Pages (from-to)	21-28
Number of pages	8
Journal	Cross Cultural Management: An International Journal
Volume	4
Issue number	2
DOIs	https://doi.org/10.1108/eb008420
State	Published - 1 Feb 1997

ASJC Scopus subject areas

Cultural Studies
Sociology and Political Science

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10.1108/eb008420

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abstract = "This study presents the results of a field research designed to assess the seven bases of supervisory influence over respondents in industrial organisations working in Saudi Arabia. These seven bases of influence are: referent, experience, reward, coercive, legitimate, connection and information. The sample is composed of Saudi subjects as well as non-Saudi subjects. The respondents ranked the seven methods of influence according to their importance. Results pertaining to factor analysis indicate that culture can decide the significance of an influence method over another. This points to the fact that Saudi participants and non-Saudi participants have different sets of power bases.",

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AB - This study presents the results of a field research designed to assess the seven bases of supervisory influence over respondents in industrial organisations working in Saudi Arabia. These seven bases of influence are: referent, experience, reward, coercive, legitimate, connection and information. The sample is composed of Saudi subjects as well as non-Saudi subjects. The respondents ranked the seven methods of influence according to their importance. Results pertaining to factor analysis indicate that culture can decide the significance of an influence method over another. This points to the fact that Saudi participants and non-Saudi participants have different sets of power bases.

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Bases of Power, An Empirical Case Study in Saudi Arabia Cultural Dimension

Abstract

ASJC Scopus subject areas

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