The Effect of Vertical Exchange Relationships on the Performance Attributions and Subsequent Actions of Sales Managers |
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| Authors: | Cathy Owens Swift Constance Campbell |
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| Institution: | 1. Cathy Owens Swift is Associate Professor of Marketing at Georgia Southern University. She received her Ph.D. from University of North Texas. She has previously published in Journal of the Academy of Marketing Science, Journal of Personal Selling and Sales Management, Industrial Marketing Management, Journal of Marketing Education, Marketing Education Review, Journal of Business and Industrial Marketing and Journal of Business Research, as well as numerous national and regional proceedings. Her research interests are in the areas of Sales Management and Business to Business Marketing.;2. Constance Campbell is Assistant Professor of Management at Georgia Southern University. She received her Ph.D. from Florida State University, and has previously published in Advances in Attribution Theory, Psychological Reports, and Journal of Social Behavior and Personality, as well as numerous regional and national proceedings. Her research interests are managerial applications of attribution theory, leader-member exchange theory, and workforce diversity. |
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| Abstract: | This study examines the type of relationship that exists between the sales manager and subordinate (vertical exchange status), and its impact on the sales manager's attributions about the subordinate performance, as well as subsequent responses to the subordinate. Results indicate that cadres may receive preferential consideration in explaining their performance, which then impacts the sales manager's response to the salesperson. The findings imply that sales managers should be careful in assigning attributions for performance by both cadre and hired hand salespersons. |
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