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Formal and informal management control combinations in sales organizations · Study

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Formal and informal management control combinations in sales organizations

David W. Cravens, Felicia G. Lassk, George S. Low, Greg W. Marshall, William C. Moncrief

2002-10-30articleJournal of Business Research138 citationsclosed

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Accounting and Organizational Management Job Satisfaction and Organizational Behavior Employee Performance and Motivation

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Citations in this library

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References

1979A Paradigm for Developing Better Measures of Marketing Constructs

1981The measurement of experienced burnout

1979Review of Psychometric theory (2nd ed.).

1988An Updated Paradigm for Scale Development Incorporating Unidimensionality and Its Assessment

1974Organizational commitment, job satisfaction, and turnover among psychiatric technicians.

1970Role Conflict and Ambiguity in Complex Organizations

1960Essentials of Psychological Testing

1993A Review and an Integration of Research on Job Burnout

Cited by

2012The interactive effects of sales control systems on salesperson performance: a job demands–resources perspective

2006Performance implications of the direct and moderating effects of centralization and formalization on customer orientation

2005Sales Management Control Research—Synthesis and an Agenda For Future Research

2007Salesperson Ethical Decision Making: The Impact of Sales Leadership and Sales Management Control Strategy

2012Operational Governance in Horizontal Cooperations of Logistics Service Providers: Performance Effects and the Moderating Role of Cooperation Complexity

2008An investigation of the influence of coping resources in salespersons' emotional exhaustion

2015The Relationship Between Informal Controls, Ethical Work Climates, and Organizational Performance

2012Effects of formal sales control systems: A combinatory perspective

Details

Year2002

Typearticle

VenueJournal of Business Research

Languageen

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Identifiers

doi10.1016/s0148-2963(02)00322-3

openalex_workW1544142596

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