Article1993

Organizational Consequences, Marketing Ethics, and Salesforce Supervision

Shelby D. Hunt · Arturo Z. Vásquez‐Parraga

314 citations0/0 files storedJournal of Marketing Research

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Ethics in Business and Education Job Satisfaction and Organizational Behavior Employee Performance and Motivation

Abstract

Using an experimental design, the authors explore organizational consequences and ethical issues in salesforce supervision. The findings suggest that managers’ decisions to either discipline or reward the behavior of salespeople are guided primarily by the inherent rightness or wrongness of the salespeople's behaviors (deontological considerations) and only secondarily by the consequences of the behaviors on the organization (teleological factors). The results have implications for salesforce supervision, the P-utility maximization thesis, Etzioni's moderate deontology, and the Hunt-Vitell theory of ethics.

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References

1977Estimating Nonresponse Bias in Mail Surveys 1987Developing Buyer-Seller Relationships 1986A General Theory of Marketing Ethics 1985A Contingency Framework for Understanding Ethical Decision Making in Marketing 1987Perspectives on Behavior-Based versus Outcome-Based Salesforce Control Systems 1984An Empirical Investigation of Some Antecedents of Opportunism in a Marketing Channel 1989Corporate Ethical Values and Organizational Commitment in Marketing 1989A Synthesis of Ethical Decision Models for Marketing

Cited by

2000Making Innovation Happen in Organizations: Individual Creativity Mechanisms, Organizational Creativity Mechanisms or Both?2001Consumer ethics: an application and empirical testing of the Hunt‐Vitell theory of ethics 2006Promoting ethical behavior and organizational citizenship behaviors: The influence of corporate ethical values 2010The effects of ethical climate on organizational identification, supervisory trust, and turnover among salespeople 1995Marketing and Seduction: Building Exchange Relationships by Managing Social Consensus

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