UNSPECIFIED. (2006) Driving organizational citizenship behaviors and salesperson in-role behavior performance: The role of management control and perceived organizational support. JOURNAL OF THE ACADEMY OF MARKETING SCIENCE, 34 (2). pp. 244-262. ISSN 0092-0703

Full text not available from this repository.

Abstract

Interest in management control approaches and organizational, factors associated with higher levels of salesperson performance is reflected in research streams concerned with behavior-based control strategies and organizational citizenship behaviors (OCBs). This study makes two distinct additions to the literature relating to control, organizational citizenship behaviors and salesperson performance. First, the study distinguishes between,salesperson in-role behavior performance and outcome performance to model in-role behavior performance as a mediator between OCB and outcome performance. Second, the work supports sales manager control as an antecedent to OCB. A second model introduces perceived organizational support (POS) as an additional antecedent to salesperson OCB, and more important, as a consequence of sales manager control. This construct has not been included in prior salesperson OCB studies. Results show sales manager control has a stronger impact on OCB through POS, than directly, and POS has a strong impact on salesperson OCB.

[error in script] [error in script]

Item Type:	Journal Article
Subjects:	H Social Sciences > HF Commerce
Journal or Publication Title:	JOURNAL OF THE ACADEMY OF MARKETING SCIENCE
Publisher:	SAGE PUBLICATIONS INC
ISSN:	0092-0703
Date:	2006
Volume:	34
Number:	2
Number of Pages:	19
Page Range:	pp. 244-262
Identification Number:	10.1177/0092070305280532
Publication Status:	Published
URI:	http://wrap.warwick.ac.uk/id/eprint/33629

Data sourced from Thomson Reuters' Web of Knowledge

Request changes to a record

Actions (login required)

View Item