This study investigates verbal interaction in a series of intercultural management-level meetings in a large international airline corporation based in Hong Kong. It presents an analysis of the interactive style and the underlying interactive strategies of some of the participants in the four meetings, suggesting that variations in the use of such strategies relate to the different impressions speakers create, particularly with regard to influence and control. It was found that despite their overall similarity in structure and function, there seems to be considerable variation in interactive style both within and between meetings, relating to the level of formality and the behaviour of the speakers in terms of 'influence attempts'. What became apparent is that the use of interactive strategies, at both procedural and message-related levels of discourse, are stylistically-sensitive; ie how individuals use such strategies is dependent on what they consider to be appropriate interactive behaviour, which in turn is influenced by their underlying socio-cultural value system. There also appear to be a set of commonly recurring interactive strategies used in the meetings, although the choice of strategies varies from meeting to meeting and participant to participant. It seems that when interactive strategies are shared by several participants in a meeting, one interactive style will tend to dominate, to the advantage of 'in-group' users and the detriment of other 'nonusers'. The study has both a theoretical and practical aim. It tries to build on exisiting concepts of interactive style both within linguistic and management studies and suggest some provisional 'parameters' of interactive style and a 'taxonomy' of interactive strategies. It is hoped that these might be of some theoretical use for future research in the field and of some practical use for workplace communication training and materials production