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

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.

Citation

At‐Twaijri, M.I. and Matter Al‐Ghamdi, S. (1997), "Bases of Power, An Empirical Case Study in Saudi Arabia Cultural Dimension", Cross Cultural Management: An International Journal, Vol. 4 No. 2, pp. 21-28. https://doi.org/10.1108/eb008420