{"title":"作为边界扳手的销售经理:角色理论分析","authors":"Steven Lysonski, Eugene M. Johnson","doi":"10.1080/08853134.1983.10754354","DOIUrl":null,"url":null,"abstract":"AbstractBoundary spanning and role theory were used to examine the sales manager's role. Although it was determined that a sales manager's boundary spanning is not associated with role conflict and role ambiguity, it was shown that a sales manager's role conflict and ambiguity are associated with low job satisfaction, high job-related tension, low perceived performance, and greater propensity to leave. These research results have important implications for sales management.","PeriodicalId":16697,"journal":{"name":"Journal of Personal Selling and Sales Management","volume":"30 1","pages":"8-21"},"PeriodicalIF":0.0000,"publicationDate":"2013-10-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"39","resultStr":"{\"title\":\"The Sales Manager As a Boundary Spanner: A Role Theory Analysis\",\"authors\":\"Steven Lysonski, Eugene M. Johnson\",\"doi\":\"10.1080/08853134.1983.10754354\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"AbstractBoundary spanning and role theory were used to examine the sales manager's role. Although it was determined that a sales manager's boundary spanning is not associated with role conflict and role ambiguity, it was shown that a sales manager's role conflict and ambiguity are associated with low job satisfaction, high job-related tension, low perceived performance, and greater propensity to leave. These research results have important implications for sales management.\",\"PeriodicalId\":16697,\"journal\":{\"name\":\"Journal of Personal Selling and Sales Management\",\"volume\":\"30 1\",\"pages\":\"8-21\"},\"PeriodicalIF\":0.0000,\"publicationDate\":\"2013-10-24\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"39\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Personal Selling and Sales Management\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1080/08853134.1983.10754354\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"\",\"JCRName\":\"\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Personal Selling and Sales Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1080/08853134.1983.10754354","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"","JCRName":"","Score":null,"Total":0}
The Sales Manager As a Boundary Spanner: A Role Theory Analysis
AbstractBoundary spanning and role theory were used to examine the sales manager's role. Although it was determined that a sales manager's boundary spanning is not associated with role conflict and role ambiguity, it was shown that a sales manager's role conflict and ambiguity are associated with low job satisfaction, high job-related tension, low perceived performance, and greater propensity to leave. These research results have important implications for sales management.
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