An empirical test of trust-building processes and outcomes in sales manager-salesperson relationships

By T. Brashear, J. Boles, D. Bellenger, Charles M. Brooks. 2003

304 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/bb280d0defd9e8bc2b3f6608c921d44d98d56c6d

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In Communication

In Organizational Behavior and Human Resource Management

Citations in the corpus

Servant leadership and ethics: a dyadic examination of supervisor behaviors and salesperson perceptions (2015, background): “Trust is considered critical to the manager–salesperson exchange process (Brashear et al. 2003).”
The role of the seven dimensions of job satisfaction in salesperson's attitudes and behaviors (2009, background): “, 2006) and organizational commitment (Brashear et al., 2003).”
The manager as coach as a driver of organizational development (2010, background): “The importance of values as a way of demonstrating similarity and building trust in the relationship (Jones and George, 1998, Brashear et al., 2003, Gillespie and Mann, 2004, Yilmaz and Hunt, 2001, Smith and Barclay, 1997) were noted by many individuals in this case study.”
Salesperson empathy, ethical behaviors, and sales performance: the moderating role of trust in one's manager (2015, background): “…2015 Taylor & Francis In a similar vein, academic attention has focused on the salesperson’s perception of their manager and the impact these perceptions have on the salesperson’s job attitudes and work ethics (Park and Deitz 2006; DeeterSchmelz, Goebel, and Kennedy 2008; Brashear et al. 2003).”
Exploring the Relationships among Service Quality, Satisfaction, Trust and Store Loyalty among Retail Customers (2012, background): “Brashear et al. (2003) investigate trust-building processes and outcomes in the sales managersalesperson relationship.”
Trust Formation in Collaborative New Product Development (2006, background): “…of sales management or distribution channels , i.e., between a manufacturer and a dealer or a manufacturer and a retailer (e.g., Anderson and Weitz, 1989; Anderson and Narus, 1990; Atuahene- Gima and Li, 2002; Brashear et al., 2003; Doney and Cannon, 1997; Ganesan, 1994; Morgan and Hunt, 1994).”
Effects of Ethical Climate and Supervisory Trust on Salesperson’S Job Attitudes and Intentions to Quit (2006, background): “Sales researchers have shown that trusting one’s supervisor makes employees feel safer, engage in productive behaviors, and increases job satisfaction (e.g., Brashear et al. 2003; Flaherty and Pappas 2000).”
The effects of ethical climate on organizational identification, supervisory trust, and turnover among salespeople (2011, background): “Most prior research has investigated trust between the subordinate and the manager (Brashear et al., 2003; Gabarro, 1978; Wood et al., 2008) or ⁎ Tel.”
Re-examining salesperson goal orientations: Personality influencers, customer orientation, and work satisfaction (2005, background): “Work satisfaction is an important aspect of the employment environment, and as noted previously, it has been associated with such variables as propensity to leave (Futrell and Parasuraman 1984) and organizational commitment (Brashear et al. 2003).”
The effects of trust and coercive power on supplier integration (2009, background): “, 2003; Sako, 1992), calculative trust (Doney and Cannon, 1997; Brashear et al., 2003), and goodwill trust (Sako, 1992; Boersma et al.”