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Dimensions of Compliance-Gaining Behavior: An Empirical Analysis
405
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1967
Year
Behavioral Decision MakingSocial PsychologyUnacceptable TechniquesBehavioral AspectSocial InfluenceHypothetical SituationsOblique RotationsSocial SciencesOrganizational BehaviorPsychologyBehavior ManagementManagementCorporate ComplianceConformityCompliance-gaining BehaviorCompliance ManagementBehavioral SciencesMotivationCommitment ModelApplied Social Psychology
College students surveyed on the likelihood of using 16 compliance‑gaining techniques across four hypothetical scenarios. Factor analysis revealed five technique clusters that grouped into two higher‑order dimensions—socially acceptable (rewarding, expertise, impersonal commitments) and socially unacceptable (punishing, personal commitments)—supporting a dimensional view of compliance‑gaining and aligning with French and Raven’s power bases.
A large sample of college students completed questionnaires indicating the likelihood of their performing 16 types of compliance-gaining techniques in each of four hypothetical situations. Five major clusters of techniques were distinguished through a principal factor analysis with oblique rotations: (I) rewarding activity; (II) punishing activity; (III) expertise; (IV) activation of impersonal commitments; (V) activation of personal commitments. Two second order factors were derived: The first, defined by Factors I, III and IV, included the more socially acceptable techniques; the second, defined by Factors II and V, reflected unacceptable techniques. Results support the conceptualization of compliance-gaining techniques by general dimensions based on use. A general correspondence between the factors and French and Raven's bases of social suggests that classes of techniques may be separated by respondents in terms of the type of interpersonal power which is most relevant.