Differences in the Perceived Effectiveness of Inﬂuence Tactics Among Jews and Arabs: The Mediating Role of Cultural Values 1 E Q Alqasemi Academy Baqa-El-Gharbia, Israel A T 2  R W-M Behavioral Studies and Organizational Behavior Netanya Academic College Netanya, Israel The study investigates differences between Jewish and Arab employees vis-à-vis their evaluation of the effectiveness of several inﬂuence tactics, and examines whether these differences are mediated by cultural differences. Rational persuasion was the only inﬂuence tactic that was evaluated as more effective by Jewish employees, in comparison with Arab employees. In contrast, ingratiation, pressure, and coalition were evaluated as more effective by Arab employees, in comparison with Jewish employees. Regarding cultural values, we found indulgence higher among Jewish employees than among Arabs, whereas uncertainty avoidance was higher among Arab employees. Examination of the mediating processes indicates that even after removing the inﬂuence of cultural values, Arab employees still judged these 3 tactics as more effective than did Jewish employees. One of the most powerful factors that impacts managerial effectiveness is the manager’s ability to inﬂuence subordinates to reach their work goals (Greiner & Schein, 1988; Yukl, 2006). As organizations conduct more cross- national business, there is a growing need to examine the impact of cultural values on the inﬂuence behavior (i.e., inﬂuence tactics) of managers. Cultural values have been shown to generate variation on individual-level constructs, such as job satisfaction, well-being, and motivation; as well as interindividual constructs, such as conﬂict management, leadership behaviors, and justice allocation (for recent reviews, see Gelfand, Erez, & Aycan, 2007; Kirkman, Lowe, & Gibson, 2006; Tsui, Nifadkar, & Ou, 2007). Thus, it is conceivable to search for similar effects on inﬂuence tactics employed by managers. 1 The authors express their gratitude to Gary A. Yukl for his help in forming the conception of the present study. The ﬁrst two authors contributed equally to this paper. 2 Correspondence concerning this article should be addressed to Aharon Tziner, Behavioral Studies and Organizational Behavior, Netanya Academic College, Netanya. E-mail: atziner@ netanya.ac.il 1 Journal of Applied Social Psychology, 2011 © 2011 Wiley Periodicals, Inc. doi: 10.1111/j.1559-1816.2011.00832.x