Pub Date : 2013-10-24DOI: 10.1080/08853134.1991.10753855
L. Chonko
The immediate past editor of the Journal of Personal Selling and Sales Management comments on the paper “Utilization of Sales Management Knowledge and Identification of Contributors: An Analysis of JPSSM 1980–1990.” Several implications are derived pertaining to the body of knowledge on sales and sales management and the role of the Journal of Personal Selling and Sales Management in the development and dissemination of this body of knowledge.
{"title":"Comments on “Utilization of Sales Management Knowledge and Identification of Contributors: An Analysis of JPSSM 1980–1990”","authors":"L. Chonko","doi":"10.1080/08853134.1991.10753855","DOIUrl":"https://doi.org/10.1080/08853134.1991.10753855","url":null,"abstract":"The immediate past editor of the Journal of Personal Selling and Sales Management comments on the paper “Utilization of Sales Management Knowledge and Identification of Contributors: An Analysis of JPSSM 1980–1990.” Several implications are derived pertaining to the body of knowledge on sales and sales management and the role of the Journal of Personal Selling and Sales Management in the development and dissemination of this body of knowledge.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72967748","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1990.10753811
Morgan P. Miles, D. Arnold, Henry W. Nash
Selection of the appropriate communication style by the selling unit can be explicitly managed; but effective selection requires an understanding of the situational nature of communication style selection as it pertains to the stages of an exchange relationship. The purpose of this manuscript is to provide a normative model that describes how sellers might adapt their communication style to best fit the buyer's primary interpersonal communication style and the relevant stage of the exchange relationship.
{"title":"Adaptive Communication: The Adaptation of the Seller's Interpersonal Style to the Stage of the Dyad's Relationship and the Buyer's Communication Style","authors":"Morgan P. Miles, D. Arnold, Henry W. Nash","doi":"10.1080/08853134.1990.10753811","DOIUrl":"https://doi.org/10.1080/08853134.1990.10753811","url":null,"abstract":"Selection of the appropriate communication style by the selling unit can be explicitly managed; but effective selection requires an understanding of the situational nature of communication style selection as it pertains to the stages of an exchange relationship. The purpose of this manuscript is to provide a normative model that describes how sellers might adapt their communication style to best fit the buyer's primary interpersonal communication style and the relevant stage of the exchange relationship.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85454676","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1992.10753917
T. Henthorne, Michael S. Latour, Alvin J. Williams
The purpose of this research effort is to investigate the phenomenon of initial impressions as related to the organizational buyer/seller dyad. A sample of organizational buyer members of the National Association of Purchasing Management (NAPM) representing a variety of industries participated in the study. The stimulus manipulations consisted of professionally rendered artist sketches which differentiated the nature of the initial impression stimulus only by salesperson race and sex. Immediate affect formation was evaluated based upon responses to these two variables. The dependent variables consisted of factor scores representing the factor structures of competence/trust, power, and likability (derived from Wilding and Bauer 1968). Results indicated different first impressions were formed as a function of race and gender “match-up” between buyer and seller, thus lending support for immediate affect generation theory.
{"title":"Initial Impressions in the Organizational Buyer-Seller Dyad: Sales Management Implications","authors":"T. Henthorne, Michael S. Latour, Alvin J. Williams","doi":"10.1080/08853134.1992.10753917","DOIUrl":"https://doi.org/10.1080/08853134.1992.10753917","url":null,"abstract":"The purpose of this research effort is to investigate the phenomenon of initial impressions as related to the organizational buyer/seller dyad. A sample of organizational buyer members of the National Association of Purchasing Management (NAPM) representing a variety of industries participated in the study. The stimulus manipulations consisted of professionally rendered artist sketches which differentiated the nature of the initial impression stimulus only by salesperson race and sex. Immediate affect formation was evaluated based upon responses to these two variables. The dependent variables consisted of factor scores representing the factor structures of competence/trust, power, and likability (derived from Wilding and Bauer 1968). Results indicated different first impressions were formed as a function of race and gender “match-up” between buyer and seller, thus lending support for immediate affect generation theory.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83025329","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1995.10754029
J. Comer, R. Ramsey, Felicia G. Lassk, Greg W. Marshall
With the current uncertainty in the job market, coupled with an emphasis on customer satisfaction and long-term business relationships, there is a renewed interest in salespeople who are highly involved in their jobs. Before any convincing research in this area can be undertaken, a psychometrically sound scale of salesperson job involvement must be available. Our paper provides an assessment in a sales setting of three versions of the most widely used job involvement scale—the Lodahl and Kejner (1965) scale. Results suggest that all three versions have serious flaws and should be used with extreme caution. While one study is never enough to make final recommendations, a classic scale development project with salespeople may be beneficial.
{"title":"Methods in Sales Research: A Critical Evaluation of a Measure of Job Involvement: The Use of the Lodahl and Kejner (1965) Scale with Salespeople","authors":"J. Comer, R. Ramsey, Felicia G. Lassk, Greg W. Marshall","doi":"10.1080/08853134.1995.10754029","DOIUrl":"https://doi.org/10.1080/08853134.1995.10754029","url":null,"abstract":"With the current uncertainty in the job market, coupled with an emphasis on customer satisfaction and long-term business relationships, there is a renewed interest in salespeople who are highly involved in their jobs. Before any convincing research in this area can be undertaken, a psychometrically sound scale of salesperson job involvement must be available. Our paper provides an assessment in a sales setting of three versions of the most widely used job involvement scale—the Lodahl and Kejner (1965) scale. Results suggest that all three versions have serious flaws and should be used with extreme caution. While one study is never enough to make final recommendations, a classic scale development project with salespeople may be beneficial.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83167738","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1992.10753918
L. Chonko, J. F. Tanner, W. A. Weeks
Previous research has not addressed to any large extent the relative importance that salespeople attach to various types of motivators. Using a paired-comparison approach with a national sample of salespeople, this study reports their perceived importance for pay raises, promotion opportunities, recognition, incentive awards, and fringe benefits. In addition to determining that pay raises receive the greatest importance, many other interesting findings emerged. The results of this study can be used as one basis for managers in developing or modifying reward plans.
{"title":"Selling and Sales Management in Action: Reward Preferences of Salespeople","authors":"L. Chonko, J. F. Tanner, W. A. Weeks","doi":"10.1080/08853134.1992.10753918","DOIUrl":"https://doi.org/10.1080/08853134.1992.10753918","url":null,"abstract":"Previous research has not addressed to any large extent the relative importance that salespeople attach to various types of motivators. Using a paired-comparison approach with a national sample of salespeople, this study reports their perceived importance for pay raises, promotion opportunities, recognition, incentive awards, and fringe benefits. In addition to determining that pay raises receive the greatest importance, many other interesting findings emerged. The results of this study can be used as one basis for managers in developing or modifying reward plans.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91444456","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1990.10753821
T. Wotruba
A model describing the process of ethical decision making is proposed. This model, termed the Ethical Decision/Action Process (EDAP), expands on the scope of prior models, and uses a four-component moral decision structure as its central focus. The behaviors which take place within the moral decision structure are influenced by the decision maker's characteristics and decision outcomes, and can vary in light of situational moderators. Research results related to the model configuration are presented and analyzed, drawn from selling, sales management, and other settings. Research and management implications are provided.
{"title":"A Comprehensive Framework for the Analysis of Ethical Behavior, with a Focus on Sales Organizations","authors":"T. Wotruba","doi":"10.1080/08853134.1990.10753821","DOIUrl":"https://doi.org/10.1080/08853134.1990.10753821","url":null,"abstract":"A model describing the process of ethical decision making is proposed. This model, termed the Ethical Decision/Action Process (EDAP), expands on the scope of prior models, and uses a four-component moral decision structure as its central focus. The behaviors which take place within the moral decision structure are influenced by the decision maker's characteristics and decision outcomes, and can vary in light of situational moderators. Research results related to the model configuration are presented and analyzed, drawn from selling, sales management, and other settings. Research and management implications are provided.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90966042","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1995.10754033
R. Oliver, E. Anderson
Anderson and Oliver (1987) presented a behavior vs. outcome sales control taxonomy based on methods of monitoring salespersons' effort. Under an outcome system, sales revenue is thought to be a sufficient criterion for sales proficiency. Under a behavior system, the sales process itself is critical and “input” monitoring activities are maximized. Oliver and Anderson (1994) tested these differences on salesperson perceptions and found effects on affective and cognitive consequences. This paper extends these findings and shows that, while conventional behavior and outcome strategies appear to be operating in accord with theory, evidence is found for an integrated or “hybrid” philosophy exhibiting degrees of both. The incidence and nature of such strategies are discussed in terms of their consequences and implications.
{"title":"Behavior- and Outcome-Based Sales Control Systems: Evidence and Consequences of Pure-Form and Hybrid Governance","authors":"R. Oliver, E. Anderson","doi":"10.1080/08853134.1995.10754033","DOIUrl":"https://doi.org/10.1080/08853134.1995.10754033","url":null,"abstract":"Anderson and Oliver (1987) presented a behavior vs. outcome sales control taxonomy based on methods of monitoring salespersons' effort. Under an outcome system, sales revenue is thought to be a sufficient criterion for sales proficiency. Under a behavior system, the sales process itself is critical and “input” monitoring activities are maximized. Oliver and Anderson (1994) tested these differences on salesperson perceptions and found effects on affective and cognitive consequences. This paper extends these findings and shows that, while conventional behavior and outcome strategies appear to be operating in accord with theory, evidence is found for an integrated or “hybrid” philosophy exhibiting degrees of both. The incidence and nature of such strategies are discussed in terms of their consequences and implications.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83570229","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1988.10754500
D. Fugate, P. J. Decker, Joyce J. Brewer
The authors present a set of human resource management tactics that can assist women who are pursuing sales careers and organizations that need effective salesforces. Topics discussed include recruiting selection, training, mentoring, managing and supporting.
{"title":"Women in Professional Selling: A Human Resource Management Perspective","authors":"D. Fugate, P. J. Decker, Joyce J. Brewer","doi":"10.1080/08853134.1988.10754500","DOIUrl":"https://doi.org/10.1080/08853134.1988.10754500","url":null,"abstract":"The authors present a set of human resource management tactics that can assist women who are pursuing sales careers and organizations that need effective salesforces. Topics discussed include recruiting selection, training, mentoring, managing and supporting.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87153755","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1998.10754136
J. Sager, Junsub Yi, Charles M. Futrell
This study develops a model that consolidates knowledge involving salespeople's perceptions of their sales manager's behavior with knowledge relating to other perceptions and intentions. Relationships tested in the model indicate that the sales manager's behavior drives salespeople's attitude, lessens their perceptions of job stress, strengthens their attachment to the organization, and inhibits their desire to withdraw. Several suggestions are drawn from the results to enhance salespeople's attachment to the selling organization and retention. The findings indicate that senior sales management needs to strongly consider increasing efforts devoted to selecting, training, and supporting first-line sales managers.
{"title":"A Model Depicting Salespeople's Perceptions","authors":"J. Sager, Junsub Yi, Charles M. Futrell","doi":"10.1080/08853134.1998.10754136","DOIUrl":"https://doi.org/10.1080/08853134.1998.10754136","url":null,"abstract":"This study develops a model that consolidates knowledge involving salespeople's perceptions of their sales manager's behavior with knowledge relating to other perceptions and intentions. Relationships tested in the model indicate that the sales manager's behavior drives salespeople's attitude, lessens their perceptions of job stress, strengthens their attachment to the organization, and inhibits their desire to withdraw. Several suggestions are drawn from the results to enhance salespeople's attachment to the selling organization and retention. The findings indicate that senior sales management needs to strongly consider increasing efforts devoted to selecting, training, and supporting first-line sales managers.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87196295","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2013-10-24DOI: 10.1080/08853134.1991.10753885
Anusorn Singhapakdi, Scott J. Vitell
This study examines the relative influences of corporate ethics codes, Machiavellianism, and gender on various components of sales professionals' decision making in ethical situations. The results from a mail survey of American Marketing Association members suggest that the ethical climate of an organization influences a salesperson's perceptions of an ethical problem and his/her perceptions of alternative courses of action. The most ethically sensitive salespeople were found to be more agreeable with both punitive and non-punitive types of remedial actions and less agreeable with a no-action alternative. The results also revealed a negative relationship between Machiavellianism and deontological norms.
{"title":"Analyzing the Ethical Decision Making of Sales Professionals","authors":"Anusorn Singhapakdi, Scott J. Vitell","doi":"10.1080/08853134.1991.10753885","DOIUrl":"https://doi.org/10.1080/08853134.1991.10753885","url":null,"abstract":"This study examines the relative influences of corporate ethics codes, Machiavellianism, and gender on various components of sales professionals' decision making in ethical situations. The results from a mail survey of American Marketing Association members suggest that the ethical climate of an organization influences a salesperson's perceptions of an ethical problem and his/her perceptions of alternative courses of action. The most ethically sensitive salespeople were found to be more agreeable with both punitive and non-punitive types of remedial actions and less agreeable with a no-action alternative. The results also revealed a negative relationship between Machiavellianism and deontological norms.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"86733585","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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