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Managing the Drivers of Organizational Commitment and Salesperson Effort: An Application of Meyer and Allen's Three-Component Model
In: Journal of marketing theory and practice: JMTP, Volume 17, Issue 4, p. 335-350
ISSN: 1944-7175
Creating a partnership‐oriented, knowledge creation culture in strategic sales alliances: a conceptual framework
In: The journal of business & industrial marketing, Volume 18, Issue 4/5, p. 336-352
ISSN: 2052-1189
Learning is at the crux of strategic alliance success today. The notion that alliances produce synergy implicitly means that alliance partners and employees must learn from the new environment created by the joining of two or more companies. Often, the sales force is overlooked in academic research concerning alliances. This is unfortunate, because the sales force is the "eyes and ears" for the alliance partners and can facilitate the learning process. Proposes a conceptual framework that captures learning at the interorganizational and individual salesperson levels. The research adds to the growing interest in organizational learning and strategic alliances, and it creates the groundwork for an interorganizational learning theory concerning the blending of two or more sales organizations.
Motivating Sales Entrepreneurs to Change: A Conceptual Framework of Factors Leading to Successful Change Management Initiatives in Sales Organizations
In: Journal of marketing theory and practice: JMTP, Volume 8, Issue 2, p. 37-49
ISSN: 1944-7175
Exploring patterns of principal judgments in teacher evaluation related to reported gender and years of experience
In: Studies in educational evaluation, Volume 61, p. 150-158
ISSN: 0191-491X
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