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moral judgment, sales performance, customer relationship, customer-oriented selling, business-to-business salespeople,

The value of long‐term relationships has become a widely studied variable in marketing. This article investigates two important characteristics of salespeople (consideration of future sales consequences and customer‐oriented selling) and their effects on the usage of long‐term relationships. In turn, associations between a long‐term relationship orientation, and a preference for long‐term compensation are explored. The findings suggest managerial and research implications for structuring of reward systems and potential tools for recruiting, selection and assignment of salespeople based on these characteristics.

Sales research often notes the critical role of sales managers in providing interface between the firm and the salesperson while cultivating sales performance in highly competitive marketplaces. In such a stressful environment, reports of unethical behaviors (results, causes, effects, etc.) continue to plague the profession. In this context, the purpose of this study was to examine the role of a chiefly unexplored quality of sales managers, transformational leadership, and its affect on the moral judgment of the sales force. In a study of 345 business-to-business salespeople, it was found that transformational leadership has an indirect effect on moral judgment as well as direct effects on supervisory capability orientation and the trust of the salesperson in the manager. Managerial and research implications are also offered as part of the paper. Downloaded by [University of

No abstract