Psychometric properties of the Shared Decision-Making Questionnaire (SDM-Q-9) in oncology practicePropiedades psicométricas del Questionnaire Shared Decision-Making (SDM-Q-9) en oncología

Background/Objective: This study sought to assess the psychometric properties of the 9-item Shared Decision-Making Questionnaire (SDM-Q-9) in patients with resected, non-metastatic cancer and eligible for adjuvant chemotherapy. Method: A total of 568 patients were recruited from a multi-institutional, prospective, transversal study. Patients answered the SDM-Q-9 after visiting their medical oncologist who, in turn, completed the SDM-Q–Physician version. Reliability, factorial structures [exploratory factor analysis (EFA), confirmatory factor analysis (CFA)], and convergent validity of the SDM-Q-9 scores were explored. Results: SDM-Q-9 showed a clear factorial structure, compatible with a strong and replicable general factor and a secondary group factor, in patients with resected, non-metastatic cancer. Total sum scores derived from the general factor showed good reliability in terms of omega coefficient: .90. The association between patient and physician perception of SDM was weak and failed to reach statistical significance. Males and patients over 60 years of age displayed the greatest satisfaction with SDM. Conclusions: SDM-Q-9 can aid in evaluating SDM from the cancer patients’ perspective. SDM-Q-9 is helpful in studies examining patient perspectives of SDM and as an indicator of the degree of quality and satisfaction with health care and patient-physician relationship.     

Mixed interpretations of sales proposal signals

Long-term relationships with customers are critical determinants of a sales organization’s success. However, research tends to assess relational approaches from the salesperson or sales organization’s perspective and often neglects to capture customers’ perspectives which lead to the evaluative success or failure of buyer–seller relationships. This study assesses the seller’s bid-related signals from the buyer’s perspective following their selection or rejection of a business-to-business sales proposal. The authors adopt a theories-in-use approach, utilizing 54 depth-interviews with decision-makers from 33 buyer organizations. Within this data set, findings reveal three bid signals that are represented across both selection and rejection outcomes (i.e. mixed interpretations by buyers). These signals are the seller’s usage of price concessions, sales proposal specificity, and comparative customer examples. To better understand the mechanisms which influence buyers’ mixed interpretations of these signals, the authors utilize the newly-advanced qualitative pivoting technique to identify contextual variables across cases that influence the buyer’s positive or negative signal interpretation.     

A Repertoire of Marketers' Trust-Building Strategies Within The Sales-Marketing Interface

Examining how sales and marketing personnel interrelate is analogous to studying intergroup cooperation wherein two groups – sales and marketing – are required to work cooperatively to achieve specific firm-level objectives. While extensive literature in psychology and management has implied that trust is an important precursor of enhanced intergroup cooperation, no extant scholarly work has explicated the specific activities sales and marketing personnel may engage in to build trust within the sales-marketing interface (SMI). We use qualitative methodology and in-depth interview data collected from 29 sales and marketing executives in Saudi Arabia to investigate the specific activities that may help marketers build trust with their sales counterparts and signal to them that they are a dependable partner. Study findings suggest that when marketers (a) act as salespeople's ambassadors to senior leaders; (b) stay invested in salespeople's success; and (c) act as a semipermeable barrier between salespeople and the leadership, they are able to engender trust with salespeople. In addition to providing a preliminary thesis regarding how marketers may build trust within SMI, study findings highlight how the specific trust-building activities may contribute to strategic phenomena such as marketing-strategy making, sales buy-in of marketing strategies, and organizational learning.