Upward Influence Activity in Strategic Decision Making

Abstract

This study examines the perceived upward influence capabilities of middle-level managers (MLMs) in various strategic decisions. It was found that (1) MLMs exerted influence primarily in less risky strategic decisions and tended to be successful in their upward influence interactions; (2) MLMs from financial and marketing divisions were more influential in strategic decisions than were MLMs from other functional areas; (3) MLMs from private sector organizations and from small organizations exerted more influence in risky strategic decision than did their counterparts in public sector and large organizations; and (4) the best predictor of successful upward influence activity and of more risky interactions was number of years working for a particular superior.

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