Ronald E. Michaels

Influence of formalization on the organizational commitment and work alienation of salespeople and industrial buyers.

A model is investigated in which organizational formalization influences work alienation through role ambiguity, role conflict, and organizational commitment. Interrelationships are tested with dat...

Role Stress among Industrial Buyers: An Integrative Model

Research perspectives from role theory are examined with a large sample of purchasing professionals in an effort to increase understanding of industrial buyer behavior and the buying environment. A...

Sales and Marketing Integration: A Proposed Framework

In this paper, we identify sales and marketing activities and common impediments to their integration. We then discuss the concept of sales–marketing integration and distinguish it from related concepts such as involvement and communication. Following this, we discuss approaches businesses can use to improve sales–marketing integration as well as their potential costs and drawbacks. The paper concludes with a set of propositions identifying the conditions under which sales–marketing integration has the greatest impact on firm performance.

Perceptions of Motivational Components: Salesmen and Saleswomen Revisited

Although empirical work has examined differences between salesmen and saleswomen on various aspects, no comprehensive study has examined gender-based distinctions in salespeoples work motivation. The paucity of research attention on this topic is surprising given the plethora of literature in organizational behavior. This paper reports the results of an investigation that explored male and female salespeoples perceptions of expectancies, instrumentalities, and valence for rewards. Findings reveal minimal contrast between the two groups. Implications for practitioners and researchers are provided.

How buyers handle conflicts

Abstract A national sample of members of the National Association of Purchasing Management was profiled with regard to dominant style or styles in handling conflict with particular constituents. The results suggest that most buyers are predisposed to utilize “collaborating” or “compromising” behaviors across situations of conflict. However, it also appears that buyers favor different conflict-handling styles depending on the particular constituent involved. An analysis of relationships between conflict-handling style scores and selected respondent demographic variables showed interesting differences.

Ethical Perceptions of Field Sales Personnel: An Empirical Assessment

Much research attention has been directed over the past twenty-five years to ethical issues in marketing. One area of marketing that is gaining research interest is the selling arena. Despite the extant literature on selling ethics, few studies have focused on identifying situations that pose ethical problems for field sales personnel. This paper reports results of an investigation that examined salespeoples perceptions concerning what selling situations or practices are ethical questions, what situations are presently addressed by company policies, and what situations should be addressed by company policies. Findings reveal that salespersons seemingly are desirous of receiving more management guidance than they currently are receiving regarding their ethical concerns. Implications for managers and researchers are provided.

Differences in motivational perceptions among U.S., Japanese, and Korean sales personnel

Abstract Although substantial research attention has been devoted to motivation of salespeople, there is a paucity of empirical work examining motivational differences of sales personnel from various countries. This dearth of interest is surprising given that previous investigations in non-selling situations have found that employee motivational concerns vary across nations. This paper reports results of a study that focused on motivational perceptions among U.S., Japanese, and Korean salespersons. Findings revealed distinct differences among U.S. salespeople and their Asian counterparts. Few motivational distinctions, however, were observed between Japanese and Korean sales personnel. Managerial and research implications are also discussed. J. BUSN RES 1994. 30.175–185