Journal
INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT
Volume 25, Issue 15, Pages 2146-2158Publisher
ROUTLEDGE JOURNALS, TAYLOR & FRANCIS LTD
DOI: 10.1080/09585192.2013.860382
Keywords
virtual work; life-stage development theory; distributed work; influence tactics; age
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This article provides a life-stage development theory perspective that is used to examine the relationship between age and the motivation to use influence tactics in work organizations. It examines how life-stage development sometimes encourages, and at other times discourages, the propensity to use influence tactics in a workplace. Thus, this article examines the quantitative, more versus less, use of influence tactics, rather than looking at specific tactics used as one grows older. Also, the work setting is extended to include both traditional organizations and distributed work environments. Research propositions, implications for practice and directions for future work are also discussed.
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