組織藉由各式各樣規章制度建立起井然有序、按部就班的運作模式，以集合眾人之力達成組織目的。但人的行為並非完全理性，在自利動機驅使下，組織成員會在組織正式過程之外設法進行活動，試圖影響或改變某些事情。而且組織管理階層在決策上亦受主觀意識影響，這也成為了部屬試圖進行影響的誘因之一。加上組織扁平化，個人影響力提升，更多的部屬會試圖對上司進行向上管理，所以向上影響行為是組織行為研究必須面對的重要課題之一。

　　本研究彙整過往西方學者所作之向上影響行為研究量表，重新編製量表，並利用前測進行項目分析剔除不良題項。正式施測則針對台灣地區的全職工作者進行調查，共計回收2536份有效問卷，組織型態涵蓋公民營機構及台灣地區主要行業，地理區位上包含南北兩大都會區，問卷資料整理後，進行探索性因素分析歸併變數，研究結果如下：

一、向上影響戰術量表：分別有「訴諸理性」、「向上謀略」、「形象經營」、「逢迎討好」、「妨礙抵制」五大戰術構面，共計18題項。

二、向上影響策略量表：分別有「理性」、「柔性」、「硬性」三大策略構面，共計18題項。

　　The study began with a review of the upward influence literature for the past twenty years, then integrated the several important instruments of upward influence behaviors, and developed a new questionnaire. A pretest was conducted to find out the improper items and the questionnaire was revised. The formal questionnaire was administered to a sample of 2536 full time employees in different organizations in Taiwan. Based on factor analysis and different concepts, this study developed two upward influence instruments.(1) The upward influence tactics instrument：There are five dimensions of upward influence tactics: rational, upward manipulation, image management, ingratiation, obstruct.(2) The upward influence strategies instrument：There are three dimensions of upward influence strategies: strong, soft, and rational.

目錄

一、中文部分

余定中，1984，組織內人際影響方法之研究，國立政治大學企管研究所未出版碩士論文

余振忠譯，實用管理心理學，（Bonoma, T.V. and G. Zaltman, Psychology for management, 12/ed, 1981），台北：遠流，1985

何金銘，2001，統計法輯要，台南：台灣復文。

李青芬、李雅婷、趙慕芬合譯，組織行為學，（Robbins, S.P., Organizational Behavior, 9/ed），台北：華泰，1995。

林靈宏譯，組織行為學，（Hellriegel, D., J. W. Slocum, and R. W. Woodman, Organizational Behavior），台北：五南，1992

二、英文部分
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Falbe, C.M. and G.. Yukl., (1992). “Consequences for Managers of Using Single Influence Tactics and Combinations of Tactics.” Academy of Management Journal, 35(3), 638.

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Kipnis, D. and S.M. Schmidt. (1988). “Upward Influence Styles: Relationship with Performance Evaluations, Salary and Stress.” Administrative Science Quarterly 33(4), 528-542.

Kipnis, D., S.M. Schmidt, and I. Wilkinson. (1980). “Intra-Organizational Influence Tactics: Explorations in Getting One’s Way.” Journal of Applied Psychology 65(4), 440-452.

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Ralston, D.A., D.J. Gustafson, L. Mainiero, and D. Umstot. (1993). “Strategies of Upward Influence: A Cross-national Comparison of Hong Kong and American Managers.” Asia-Pacific Journal of Management 10(2), 157-175.

Ralston, D.A., R.A. Giacalone, and R.H. Terpstra. (1994). “Ethical perceptions of organizational politics : a comparitive evaluation of American and Hong Kong Managers.” Journal of Business Ethics 13(12), 989-999.

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Terpstra-Yong, Jane and D. A. Ralston. (2002). “Moving toward a global understanding of upward influence strategies: An Asian Perspective with directions for cross-culture research.”Asia Pacific Journal of Management 19(2), 373-404.

Yukl, G. and C.M. Falbe. (1990). “Influence Tactics and Objectives in Upward, Downward and Lateral Influence Attempts.” Journal of Applied Psychology 75(2), 132-140.

Yukl, G. and J.B. Tracey. (1992). “Consequences of Influence Tactics Used With Subordinates, Peers, and the Boss.” Journal of Applied Psychology 77(4), 525-535.

Yukl, G., P. J. Guinan, and D. Sottolano. (1995). “Influence Tactics Used for Different Objectives With Subordinates, Peers, and Superiors.” Group & Organization Studies 20(3), 272-296.