The End of Corporate Social Responsibility: Crisis & Critique,by Peter Fleming and Marc T. Jones

ABSTRACT

Purpose: Given the ever-increasing pressure put on sales organizations to improve performance, behave ethically and establish long-term customer relationships, this study seeks to better comprehend ethical leadership’s part in doing so. It proposes that perceived ethical leadership indirectly influences salesperson performance through trust in manager and ethical ambiguity.

Methodology/Approach: A survey of business-to-business salespeople was taken. Hypotheses are tested using structural equation modeling.

Findings: The results show that perceived ethical leadership influences salesperson performance through the mediating roles of trust in manager and ethical ambiguity. Salespeople’s perceptions of their supervisor’s ethical leadership behaviors positively impact their trust in manager and negatively influences their ethical ambiguity. In turn, trust in manager positively influences sales performance while ethical ambiguity negatively influences sales performance.

Research Implications: The results from testing the hypothesized model support mechanisms by which ethical leadership behavior may affect business-to-business salesperson job performance. It appears that ethical leadership works through ethical ambiguity and trust in manager to impact salesperson behavior performance, rather than directly impacting salesperson performance. Importantly the findings add to the literature an important consequence of ethical leadership, ethical ambiguity. This research likewise adds to the literature on role, and more specifically ethical, ambiguity by finding that reducing salesperson ethical ambiguity has a positive impact on salesperson behavior performance.

Practical Implications: This study finds that one important mechanism for reducing ethical ambiguity is for sales supervisors to practice ethical leadership. By reducing ethical ambiguity, sales managers can improve business-to-business salesperson performance. In addition, use of ethical leadership by sales managers can positively influence the business-to-business salesperson’s trust in manager, which subsequently leads to greater sales performance.

Originality/Value/Contribution: The results of this study add to our knowledge of ethical leadership by further developing its consequences. It also sheds light on a vastly under-researched construct, ethical ambiguity. Finally, it further validates the important role that trust in manager plays in the organization.     

What Sells in Romania: Performance or Relationships?

ABSTRACT

The norm for sales organizations is the pursuit of long-term profitability through positive relationships with key accounts. Sales professionals begin and end their activities with the customer in mind, aiming to maximize their relationships over a long period of time. This article examines the association between buyer and seller relationships and customer satisfaction as well as the association between customer service orientation and customer relationships. Findings suggest that the ability to meet customer sales service expectations as well as the existence of positive relationships between buyers and sellers is associated with customer satisfaction. Implications for managers are explored.     

Global performance management systems: The role of trust as perceived by country managers

This study focuses on a critical mechanism of the international human resource management process: performance management. The study specifically explores how the process of global performance management is perceived by the country managers of multinational corporations' subsidiaries in Australia. The study reveals that a multinational corporation's systemic demand for short-term profit has the potential for inhibiting employee–supervisor relationships and perceived effectiveness of performance management appears to be dependent on the relationship and level of trust between the country manager and her/his supervisor. On the basis of the research findings, relational communication and psychosocial factors such as trust play an important role in the functioning of a country manager vis-à-vis their perceptions of the performance management process. The study suggests that, with the current approach to global performance management for country managers, despite the expense involved in the process, many of the potential benefits may not be realized. Social exchange theory is proposed as the foundation for developing more effective and fluent global relationships based on trust.     

Towards a fairer manager performance measure: a DEA application in the retail industry

Abstract

Retailers need to determine the performance of their individual stores and, beyond the stores, the managers in charge of running them. The aim of this paper is to develop performance standards that can be applied to fairly distribute rewards to managers regarding their performances by taking into account store neighbourhood characteristics. In order to propose a fairer measure of store performance, the authors introduce and explore the concepts of organizational justice and store efficiency. They use real data from a French supermarket chain and a geomarketing approach. The two-step Data Envelopment Analysis (DEA) model results are compared with a retailer’s ranking. The retailer tends to favour points of sale having a more important sales area, with more employees and operating in a more densely populated area with a higher buying power. The ranking stemming from the DEA model links store performance to other geo-demographic variables.     

The Potential of Information Technology in Facilitating Relationship Marketing

Abstract

The aim of this paper is to explore the role of information technologies in facilitating a relationship-marketing orientation. On the basis of conceptual and empirical contributions, we propose that while the use of IT can improve customer knowledge, it does not facilitate me acquisition of me other elements required to develop long-term relationships with customers and clients (i.e., trust, commitment and personalization). Our survey of top managers supports our contention that the use of IT does not suffice to facilitate marketing orientation.     

The Antecedents of Trust in Business-to-Business Financial Services

Purpose: To explore how satisfaction, communication, customization, competence, and shared values (as antecedents) influence trust in B2B financial services relationships, and to assist decision makers in this industry to manage long-term relationships with their clients.

Methodology/approach: Based on a literature review, five hypotheses were developed. The hypotheses were addressed by empirically evaluating a theoretical model based on data from both relationship managers and the clients of a leading South African B2B financial services provider. Regression analysis was used to assess the relationships in the relationship-manager sample, while structural equation modeling (SEM) was used to assess the relationships in the client sample.

Findings: In the relationship-manager sample, satisfaction, competence, and shared values were found to be significant predictors of trust. However, in the client sample, all five of the hypothesized antecedents were found to contribute significantly to trust.

Originality/value/contribution: The major contribution of this study, for both marketing academics and practitioners, lies in the simultaneous consideration of the perceptions of both financial services providers as well as their clients. As far as it could be ascertained, this combination of both exchange partners (service providers and clients) in a single study has not been reported in a financial services context.     

Ethical Problems of Advertising Agency Executives

Abstract

A mail survey reports on ethical problems faced by 330 advertising agency executives. The most frequently cited difficult ethical problem is “treating clients fairly.” Creating honest advertisements and representing clients whose products or services are unhealthy OT not needed were also frequently mentioned. Many agency executives reported that such ethical problems affect both their performance and their relationships with co-workers.     

The business-to-business relationship dimensions in financial services markets

This paper discusses the nature of financial business relationships by drawing on the IMP Group’s theory of industrial relationships. It discusses, among other aspects, the interaction process between banks and their corporate clients, the longevity of relationships, the interdependence between both sides, and the atmosphere of financial services relationships. The conclusions are thought to be interesting and useful for the managers of firms and financial services when setting relationship marketing policies and for academic research on business-to-business services relationships. The field research was done in Portugal and the case method was used.

The antecedents of relationship commitment in the management of relationships in business-to-business (B2B) financial services

The importance of commitment in the management of long-term marketing relationships is well accepted in the marketing literature. There is, however, uncertainty regarding the antecedents of relationship commitment. The study on which this paper is based focused on four possible antecedents of relationship commitment, namely trust, communication, shared values and attractiveness of alternatives.

The study was conducted in the South African business-to-business (B2B) financial services industry. A web-based approach was used to survey 300 relationship managers, while data from 400 B2B clients were collected using a telephone survey. The relationship-manager data were analysed with regression analysis, while structural equation modelling (SEM) was used to analyse the client data.

The uniqueness of the study is the simultaneous consideration of the perceptions of both relationship managers and clients. As far as could be ascertained, a study of this nature has not yet been conducted in the B2B financial services industry. Based on the perceptions of both relationship managers and clients, the contribution of this study is the confirmation of the important roles of trust, communication, shared values and attractiveness of alternatives in the management of commitment to a relationship from both a customer and a provider perspective.     

A framework for SME retail branding

Abstract

It has become increasingly important for small to medium sized enterprise (SME) retailers to stand out in the current marketplace. Branding in SMEs is a growing area of academic interest, although the majority of studies have been based in the manufacturing sector. This study seeks to develop a framework of the characteristics, processes and dynamics of SME retailers. A qualitative research study was carried out with SME owner managers (OMs) over a period of 15 months. The findings extend the understanding of branding in SMEs in a number of ways. Firstly, it is found that SME retailers take a cautious approach to brand management, seeking to build loyalty, networks and relationships. Secondly, the holistic nature of SME retail branding presents a challenge to OMs who are resource-constrained. Thirdly, the soft, colloquial and intuitive approaches to brand equity appraisal are evident. Brand marketing is focused on word of mouth, which has implications for how OMs operationalise the brand around store experiences. Finally, the influence of the OM on branding decisions is clear. The key findings are discussed in relation to the retail context of the study, the centricity of the OMs in SME branding and entrepreneurial brand management.     

Are business‐to‐business relationships inherently unstable?

The intangible nature of relationships makes for certain difficulties in analysing both “relationships;” themselves and the circumstances in which they might exist. Using an adaptation of Bosiot's I Space, it is suggested that relationships may often effectively be the product offered in business‐to‐business relationships. However, the combination of market forces and the behaviour of managers is identified as the source of the instability of relationships.     

Human capacity development in Indonesia: leadership and managerial ideology in Javanese organizations

Abstract

In this paper, leadership is viewed as a driver for change, showing directions towards a society with high adaptive capacity. This study, in particular, investigates whether the eight ancient principles of Javanese statesmanship (Asta Brata) can be employed as change agents for analysing managerial leadership excellence in Javanese organizations. Factor analysis, regression modelling and structural modelling are used to explain what constitutes leadership excellence in Javanese organizations. These findings based on the perceptions of 312 Javanese managers suggest they favour a paternalistic leadership style that is nurturing but not authoritative. This then calls for institutions that stimulate progressive leadership and entrepreneurial leadership as necessary but not sufficient until tempered with personal quality factors such as trustworthiness, dependable and discerning behaviours, patience and decisive action and acknowledgement of environmental influence.     

Key account management: Theory,practice and challenges

Key account management is a natural development of customer focus and relationship marketing in business‐to‐business markets. It offers critical benefits and opportunities for profit enhancement to both sides of the seller/buyer dyad.

This paper describes a framework for understanding the development of key account relationships. It has also incorporated a comprehensive guide to the current practice of key account management and comments on the challenges for the future of key account management practice. The paper is based on research involving in‐depth interviews with key account managers, their managers and their main contacts in the customer organisation.

The scope of key account management is widening and becoming more complex. The skills of professionab involved in it at strategic and operational levels need to be constantly updated and developed. This paper demonstrates how key account management can be implemented and points decision‐makers in the right direction for better practice in the long term.     

Professional service quality A step beyond other services?

The management and measurement of professional service quality is particularly problematic. To enable managers of legal practices to improve service quality they must understand the service attributes their clients consider important. Drawing on a series of focus groups conducted in the UK, this study provides insights into the assessment of legal services by commercial and corporate clients. A review of literatures pertaining to the evaluation of professional service quality, the concepts of quality and value, and dimensions relating to outcome and process is presented. The results of a series of focus groups are considered in the context of continuing research.     

Small Business Retailing in Privatizing Economies

Summary

The paper advances a framework and a set of propositions regarding the relative influence of collectivist and individualistic values of small retail business managers on the management of the retail-mix and business performance, in the context of the privatizing economies of Central and Eastern Europe. The conceptual discussion, supported with two case illustrations from Romania, suggests that managers embracing the two value systems develop complementary retail strategies. Managers with more individualistic values tend to be more competitor-oriented and emphasize business growth and innovation, while managers with more collectivist values tend to be more customer-oriented and emphasize business relationships, stability and predictability.     

The Categories,Rules, and Demonstrations of Guanxi in Chinese Society

ABSTRACT

Purpose: Guanxi is one of the most important success factors in China. Because of differences in Eastern and Western relationships, it is essential to investigate the system of guanxi in China. Based on the differential mode of association (chaxugeju), the present study aims to construct a framework for the mechanism of guanxi in Chinese society.

Methodology/approach: A questionnaire survey of middle and senior managers was conducted to test the proposed hypotheses. A sample consisting of 212 middle or senior managers who worked in China and had direct interactions with business partners was used. The participants were mainly from firms in the pharmaceutical technology, telecommunication, and retailing industries.

Findings: Guanxi categories, guanxi rules, and guanxi demonstrations were found to be correspondingly related. Business partners who had family guanxi applied the rule of need and presented intimacy interactions, whereas partners who had acquaintance guanxi often followed the rule of favor and demonstrated higher levels of reciprocity. These two corresponding paths positively influenced the strength of guanxi: The partners were more willing to sacrifice self-interest for and provide high priority in resource allocation to each other. Business partners who had stranger guanxi used the rule of equity and built trust relationships, which had negative impacts on the strength of guanxi.

Practical implications: Because guanxi affects the performance of companies in China, maintaining guanxi networks with business partners is an important but challenging task for managers, especially for those from non-eastern cultures. The current study suggests that it is essential for managers to identify different types of guanxi (family, acquaintance, or stranger) by differential intimacy and distance, and to apply different rules when interacting with partners with different guanxi. To be specific, managers should follow the rule of need with business partners who have family guanxi, and their guanxi should be demonstrated as intimacy interaction. When doing business with acquaintances and friends, managers should mainly follow the rule of favor, and their guanxi should be demonstrated as reciprocity interaction. When doing business with strangers, managers should follow the rule of equity and emphasize trust. This correspondence also has an influence on how managers make decisions according to the strength of guanxi with different partners based on the guanxi type. In short, guanxi affects the degree of willingness to sacrifice self-interest for, and to prioritize resource allocations to, business partners.     

Kennedy,Sherril H., and David R. Corkindale. Managing the Advertising Process. Lexington,Mass.: Lexington,Books, 1976

Abstract

A mail survey was conducted among a sample of account and creative services personnel working in advertising agencies nationwide to determine areas of conflict in working relationships between these two groups. Additionally, respondents were asked to perform the same critical analysis of their colleagues within their own departments. Analysis of responses from 256 agency employees indicate that some disagreement between account management and creative services exists. Creative services personnel tended to be more critical of account management than account managers were of creative people. Results are explained by the differing perspectives of the generalist (i.e., account managers) and specialist (i.e., creative services) that must be brought together in an agency to produce effective advertising.     

Influences of Managerial Drivers on Export Sales Units’ Performance of Small and Medium-Size Enterprises

ABSTRACT

This report offers a contribution to the theories related to firms' export performance. Job satisfaction and behavioral and outcome performance of export managers have received attention in export literature. However, the relationships between export managers’ rewards system and the level of export managers’ morale with export managers’ job satisfaction, behavioral and outcome performance, and export sales units’ performance of small and medium-size enterprises have not thoroughly been examined, tested, or validated. A new model is developed based on export managerial psychology theory, which integrates two constructs, the export managers’ rewards and level of morale, as critical variables affecting export performance. The research findings suggest that four connected relationships in a PLS model are positive, significant, and substantial. Particularly, managers’ financial and nonfinancial rewards influence managers’ level of morale, which in turn affects managers’ behavioral performance, and managers' behavioral performance influences managers’ outcome performance, which, finally, affects firms’ export performance.