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Dive into the research topics where Tasadduq A. Shervani is active.

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Featured researches published by Tasadduq A. Shervani.


Journal of Marketing | 1998

Market-Based Assets and Shareholder Value: A Framework for Analysis

Rajendra K. Srivastava; Tasadduq A. Shervani; Liam Fahey

The authors develop a conceptual framework of the marketing–finance interface and discuss its implications for the theory and practice of marketing. The framework proposes that marketing is concern...


Journal of Marketing | 1999

Marketing, Business Processes, and Shareholder Value: An Organizationally Embedded View of Marketing Activities and the Discipline of Marketing

Rajendra K. Srivastava; Tasadduq A. Shervani; Liam Fahey

The authors develop a framework for understanding the integration of marketing with business processes and shareholder value. The framework redefines marketing phenomena as embedded in three core b...


Journal of Marketing | 2006

Influence Tactics for Effective Adaptive Selling

Richard G. McFarland; Goutam Challagalla; Tasadduq A. Shervani

The adaptive selling literature identifies effective salespeople as those who match their influence tactics to suit the characteristics of buyers. However, prior research is largely silent on the specific influence tactics that salespeople use and the effectiveness of these tactics across different types of buyers. The authors propose a theoretical model that uses Kelmans (1961) underlying influence processes of internalization, compliance, and identification to identify the seller influence tactics that salespeople use and to assess which of these tactics will resonate with three types of buyers: task-oriented buyers, interaction-oriented buyers, and self-oriented buyers. The authors test their model with data from 193 bidirectionally matched buyer–seller dyads. The results strongly support the theoretical model and suggest that buyers are more complex than originally presumed. However, salespeople seem to recognize this complexity and use the combination of influence tactics prescribed by theory for persuading these types of buyers.


Journal of Marketing | 2003

The Integrated Networks Model: Explaining Resource Allocations in Network Markets

Judy K. Frels; Tasadduq A. Shervani; Rajendra K. Srivastava

The last decade has witnessed a shift from a focus on the value created by a single firm and product to an examination of the value created by networks of firms (or product ecosystems) in which assets are comingled with external entities. The authors examine these market-based assets in the context of network markets and propose an Integrated Networks model in which three types of networks—user, complements, and producer—add value or enhance the attractiveness of the associated focal product. The authors empirically test the proposed model by surveying information technology professionals on their resource allocation decisions regarding the Unix and Windows NT operating systems. The findings suggest that the value added by these three networks is significantly and positively associated with resources allocated by business customers to competing products. The results also show that the three networks mediate the relationship between stand-alone product performance and resource allocation.


Strategic Management Journal | 2007

The Moderating Influence of Firm Market Power on the Transaction Cost Economics Model: An Empirical Test in a Forward Channel Integration Context

Tasadduq A. Shervani; Gary L. Frazier; Goutam Challagalla

Transaction Cost Economics (TCE) has guided a variety of research on governance in the strategic management literature. An important question arises, however, as to whether the TCE framework is equally appropriate for all types of firms in all business settings. In this paper, we argue that TCE is not and suggest that firms with high market power may be able to lower transaction costs under high asset specificity and uncertainty in non-integrated distribution channels, avoiding the need to utilize highly integrated channels as a result. We test our hypotheses with data collected from 40 manufacturers of electronic and telecommunications products in 109 product-markets in the U.S. The results support our hypothesis that transaction cost factors are better at explaining forward channel integration for firms with low market power than for firms with high market power. Our results indicate that the basic TCE framework must be supplemented by the market power construct to adequately explain forward channel integration decisions.


Journal of Marketing | 1996

Dimensions and Types of Supervisory Control: Effects on Salesperson Performance and Satisfaction

Goutam Challagalla; Tasadduq A. Shervani


Journal of Marketing Research | 1998

LEARNING AND PERFORMANCE ORIENTATION OF SALESPEOPLE : THE ROLE OF SUPERVISORS

Ajay K. Kohli; Tasadduq A. Shervani; Goutam Challagalla


Management Science | 2008

The Impact of Simulation Training on Call Center Agent Performance: A Field-Based Investigation

Nagesh N. Murthy; Goutam Challagalla; Leslie H. Vincent; Tasadduq A. Shervani


Journal of the Academy of Marketing Science | 2016

A contingency model of emotional intelligence in professional selling

Richard G. McFarland; Joseph C. Rode; Tasadduq A. Shervani


Wiley International Encyclopedia of Marketing | 2010

Market‐Based Assets

Tasadduq A. Shervani

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Goutam Challagalla

Georgia Institute of Technology

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Rajendra K. Srivastava

Singapore Management University

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Ajay K. Kohli

Georgia Institute of Technology

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Bradley L. Kirkman

North Carolina State University

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Gary L. Frazier

University of Southern California

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