The role of satisfaction with territory design on the motivation, attitudes, and work outcomes of salespeople
By Ken A. Grant, D. Cravens, G. Low, William C. Moncrief. 2001
147 citations recorded by the source corpus.
Subfields: Management Information Systems, Organizational Behavior and Human Resource Management
View Paper: https://www.semanticscholar.org/paper/01b22d5e78f527522490a50d39ee12b194caccd5
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In Management Information Systems
In Organizational Behavior and Human Resource Management
- James Deconinck
- Fernando Jaramillo
- Jay P. Mulki
- J. Boles
- Julie T. Johnson
- David G. Allen
- Ronald S. Landis
- William B. Locander
Citations in the corpus
- MECHANISMS LINKING REALISTIC JOB PREVIEWS WITH TURNOVER: A META‐ANALYTIC PATH ANALYSIS (2011, methodology): “These included relationships between voluntary turnover and met expectations (Griffeth et al. 2000), attraction (Kristof-Brown, Zimmerman, & Johnson, 2005), and role clarity (Bauer, Bodner, Erdogan, Truxillo, & Tucker, 2007). Third, remaining correlations were identified from studies used in this re”
- Workplace Stressors, Job Attitude, and Job Behaviors: Is Interpersonal Conflict the Missing Link? (2011, background): “Academic research also indicates that stress is particularly high in occupations that necessitate a strong interpersonal interaction component, such as sales (Grant et al. 2001; Singh, Goolsby, and Rhoads 1994).”
- The Effects of Perceived Supervisor Support, Perceived Organizational Support, and Organizational Justice on Turnover among Salespeople (2009, background): “…Wotruba and Tyagi 1991), most of the studies conducted in sales force turnover have used propensity to leave (turnover intentions) as a surrogate for turnover (e.g., Bashaw and Grant 1994; Boles, Johnston, and Hair 1997; Brashear et al. 2003; Grant et al. 2001; Jaramillo, Mulki, and Solomon 2006).”
- Effects of Ethical Climate and Supervisory Trust on Salesperson’S Job Attitudes and Intentions to Quit (2006, methodology): “Organizational commitment was operationalized using Mowday, Steers, and Porter’s (1979) nine-item scale of orga- nizational commitment, which measures employee affect and has been widely used in the sales literature (e.g., Grant et al. 2001).”