MIT Sloan Management Review

Business Ethics and Public Policy, Leadership and Organizational Studies

 

Applying (and Resisting) Peer Influence

By Vladas Griskevicius, Robert B. Cialdini and Noah J. Goldstein

January 1, 2008

Awareness of peer influence helps managers orchestrate the actions of others -- and interpret their own behaviors.

If everyone else jumped off a cliff, would you do it, too? In many ways, it’s a ridiculous question. People don’t follow one another, lemming-like, off cliffs. Moreover, although teenagers may be notorious for mimicking whatever their peers seem to be saying, doing or wearing, intelligent adults don’t do something simply because others are. Or do they?

Scholars of various kinds have long documented the degree to which people are influenced by similar others,1 and social commentators have recently registered this phenomenon as well. For instance,Time magazine recently bestowed its coveted “Person of the Year” designation on an unsuspecting winner — us! In defense of the selection, theTime editors chronicled the extent to which consumers are abandoning traditional expert sources in favor of the perspectives of their peers. And because of the vast reach of the Internet, the range of “one anothers” now available is unprecedented. As a consequence, bloggers have become fonts of political wisdom; user groups dispense insights on everything from tea to technology; scholarship is entrusted to next-door-neighborWikipedia contributors; book sales are heavily influenced by Amazon.com customers’ reviews; and the dominant restaurant guide in the United States — theZagat Survey — recruits its raters exclusively from the ranks of nonprofessional critics.

Given all that, it’s surprising how little business executives take note of the potency of peer influence at two... To read the complete article, login or sign-up using the form below.

 
 

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