Now showing items 44-50 of 50

    • The training of sales managers: current practices 

      Gordon, Geoffrey L.; Shepherd, C. David; Lambert, Brian; Ridnour, Rick E.; Weilbaker, Dan C. (Journal of Business & Industrial Marketing, 2012)
      Purpose – The purpose of this paper is to examine sales manager training approaches, methods, and instructors (as well as their perceived effectiveness, frequency, and assessment). Design/methodology/approach – Utilizing ...
    • Transformative service research: An agenda for the future 

      Anderson, Laurel; Ostrom, Amy L.; Corus, Canan; Fisk, Raymond P.; Gallan, Andrew S.; Giraldo, Mario; Mende, Martin; Mulder, Mark; Rayburn, Steven W.; Rosenbaum, Mark S.; Shirahada, Kunio; Williams, Jerome D. (Journal of Business Research, 2013-08)
    • Understanding internal, external, and relational attributions for abusive supervision. 

      Burton, James P.; Taylor, Shannon G.; Barber, Larissa K. (Journal of Organizational Behavior, 2014)
      Despite abundant research on the consequences of perceived abusive supervision, less is known about how employees develop perceptions of supervisory abuse. Across two studies, we integrate classic and recent theoretical ...
    • We may have hired Dr. Jekyll, but we ended up with Mr. Hyde 

      Kesner, Idalene F.; Mooney, Christine H. (Business Horizons, 2012-01)
    • When Research Setting is Important: The Influence of Subordinate Self-Esteem on Reactions to Abusive Supervision 

      Burton, James P.; Hoobler, Jenny M.; Kernan, Mary C. (Organization Management Journal, 2011)
      In this paper, we argue that the conflicting theoretical views regarding the role that self-esteem plays in the decision to become aggressive can be explained by the particular research methodology used. Specifically, we ...
    • When sales and marketing align: impact on performance 

      Peterson, Robert M.; Gordon, Geoffrey; Palghat, Vijaykumar Krishnan (Northern Illinois University College of Business, 2015)
      Without sales and marketing working to produce revenue, the firm ceases to exist. Yet, given the magnitude of what’s at stake, these two functions are often at odds with one another to the detriment of performance. This ...
    • When Sales and Marketing Align: Impact on Performance 

      Peterson, Robert M.; Gordon, Geoffrey L.; Krishnan, Vijaykumar (Journal of Selling, 2015)
      Without sales and marketing working to produce revenue, the firm ceases to exist. Yet, given the magnitude of what’s at stake, these two functions are often at odds with one another to the detriment of performance. This ...