Enhancing Salesperson Trust: An Examination of Managerial Values,Empowerment, and the Moderating Influence of SBU Strategy

Within a sales environment, the development and conveyance of managerial values play a critical role in enhancing salesperson trust and performance. This study identifies specific managerial values (i.e., integration, flexibility, control, spontaneity, etc.) that support particular business strategies (i.e., prospector, defender, or analyzer). The proposed model investigates the impact of aligning managerial value systems to SBU type on building trusting relationships within a manager–salesperson context. Study results suggest various implications for managers.     

A compensation for field expansion caused by moving forward

Attention, Perception, & Psychophysics - When an object increases in size and its retinal image expands, it is perceived to grow. But image expansion caused by one’s approaching an object...     

Depression,Quantified Medication Adherence,and Quality of Life in Renal Transplant Candidates and Recipients

Journal of Clinical Psychology in Medical Settings - Like patients with many chronic illnesses, ESRD patients experience psychological challenges with greater incidence of depression and reduced...     

The Influence of Career Stage on Job Attitudes: Toward a Contingency Perspective

Building on career stage theory and contingency theory, the exploratory study considers the influence of career stage on job satisfaction and turnover intentions. Findings show that salespeople in exploration report higher satisfaction and lower turnover intentions when paid a fixed salary, whereas salespeople in establishment report higher satisfaction and lower turnover intentions when given incentives. Further, during the establishment stage, salespeople employed by firms pursuing a prospector or analyzer strategy indicate higher satisfaction and lower turnover intentions than those employed by defender firms. Suggestions are provided concerning how to effectively manage salespeople as they progress through the various career stages.     

Testing the degree of cross-sectional and longitudinal dependence between two discrete dynamic processes

Developmental research often involves studying change across 2 or more processes or constructs simultaneously. A natural question in this work is whether change in these 2 processes is related or independent. Associative latent transition analysis (ALTA) was designed to test hypotheses about the degree to which change in 2 discrete latent variables is related. The ALTA model is a type of latent class model, which is a categorical latent variable model based on categorical indicators. In the ALTA approach, level and change on 1 variable is predicted by level and change in another. Two types of hypotheses are discussed: (a) broad hypotheses of dependence between the 2 discrete latent variables and (b) targeted hypotheses comparing specific patterns of change between levels of the discrete variables. Both types of hypotheses are tested via nested model comparisons. Analyses of relations between psychological state and substance use illustrate the model. Recent psychological state and recent substance use were found to be associated cross-sectionally and longitudinally, implying that change in recent substance use was related to change in recent psychological state.     

Numerosity and number signs in deaf Nicaraguan adults

What abilities are entailed in being numerate? Certainly, one is the ability to hold the exact quantity of a set in mind, even as it changes, and even after its members can no longer be perceived. Is counting language necessary to track and reproduce exact quantities? Previous work with speakers of languages that lack number words involved participants only from non-numerate cultures. Deaf Nicaraguan adults all live in a richly numerate culture, but vary in counting ability, allowing us to experimentally differentiate the contribution of these two factors. Thirty deaf and 10 hearing participants performed 11 one-to-one matching and counting tasks. Results suggest that immersion in a numerate culture is not enough to make one fully numerate. A memorized sequence of number symbols is required, though even an unconventional, iconic system is sufficient. Additionally, we find that within a numerate culture, the ability to track precise quantities can be acquired in adulthood.     

Culture and self-presentation as predictors of shyness among Japanese and American female college students

Self-presentation theories of shyness have been supported in North American samples but have not been evaluated cross-culturally. This study examined the relative influence of cultural and psychological variables on self-reported shyness among Japanese and American college students. 35 female Japanese-born and 47 United States-born Euro-American female students completed the Shyness Scale, Rosenberg Self-esteem Scale, Interpersonal Competence Questionnaire, Sensitivity to Rejection Scale, and Individualism-Collectivism Scale, and a demographic data sheet. After statistically controlling for Individualism-Collectivism, psychological measures, especially perceived interpersonal competence and sensitivity to rejection, combined for Adjusted R2 = .32 in shyness. Findings suggest that similar factors are central to experiences of shyness for both samples. Researchers should assess the stability of such findings in larger, heterogeneous samples and evaluate whether treatment strategies that reduce expectations of rejection and increase perceived interpersonal competence have comparable efficacy in reducing shyness across cultures.     

The Impact of Personality and Team Context on the Relationship Between Workplace Injustice and Counterproductive Work Behavior

This study ascertains whether the impact of workplace injustice on counterproductive work behavior is moderated by personality and team context. A sample of 131 public-service employees completed a questionnaire that assessed the extent to which they receive distributive, procedural, and interactional justice. Furthermore, team commitment, coworker satisfaction, and Big Five personality traits were assessed. Finally, respondents estimated the frequency with which they and their colleagues engage in counterproductive behaviors. Procedural, distributive, and interactional injustice all provoked counterproductive behaviors. The effect of justice on these destructive acts diminished when team commitment was elevated, coworker satisfaction was limited, agreeableness was pronounced, and neuroticism was reduced. The findings confirm that vulnerability amplifies the impact of injustice, but interdependence can diminish this effect.     

Sales scholarship: honoring the past and defining the future (Key takeaways from the 2018 American Marketing Association Faculty Consortium: New Horizons in Selling and Sales Management)

The American Marketing Association (AMA) Faculty Consortium: New Horizons in Selling and Sales Management (“New Horizons”) emphasized the historical foundation and evolution of the field and fulfilled the event’s traditional role of defining a future research agenda. Selling and sales management has witnessed dramatic changes since the last New Horizons event at Texas Christian University (TCU) in 2013. Going forward, the sales academic community aspires to better understand and explain the impact of changing technologies, machine learning, artificial intelligence, social media, big data, and 24/7 connectivity broadly on selling and sales management. This article provides the key takeaways from New Horizons 2018, briefly highlighting the history of the sales academy and identifying directions for future research that address the technological and other key changes and challenges impacting the field. Dating back to 1984, faculty consortia in selling and sales management have a long tradition of stimulating new insights leading to a cutting-edge research agenda and strong collaboration in executing that research. The New Horizons event in Boston in conjunction with the 2018 AMA Summer Academic Conference continued that tradition.