Differences in Strategies of Upward Influence: A Comparative Study of Managers from China, Macao and Portugal‪.‬

ABSTRACT This research investigates the impact that working together has on Eastern and Western culture managers regarding their strategies of upward influence. Specifically, we will investigate the degree to which foreign culture behavioral tactics are adopted by expatriates, and the impact of a long-term foreign sovereign on home-country managers' behavior. Macao provides a unique environment to investigate these issues. Thus, our subjects include Portuguese expatriates working in Macao and Macanese Chinese working in Macao, as well as Chinese working in China, and Portuguese working in Portugal. The latter two groups serve as our baseline groups. The findings indicate that there are cross-cultural differences in upward influence strategies that indicate tendencies for divergent and/or crossvergent behavior, with no indication of convergence.