Incorporating a Counterproductive Work Behavior Perspective into the Salesperson Deviance Literature: Intentionally Harmful Acts and Motivations for Sales Deviance

Hochstein, Bryan; Lilly, Bryan; Stanley, Sarah M.

doi:10.1080/10696679.2016.1236663

Cited by 18 publications

(13 citation statements)

References 55 publications

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“…The above studies provide evidence that relationship closeness between salespersons and customers does not always lead to positive outcomes. Furthermore, while there are several studies on salesperson active opportunism (Anderson and Jap, 2005; Miao et al , 2017; Hochstein et al , 2017; Kim and Jung, 2018), we find that there is insubstantial evidence of passive opportunism. Hence, in this study, we attempt to identify a link between relationship closeness and passive opportunistic behaviors of salespersons.…”

Section: Literature Reviewcontrasting

confidence: 74%

Relationship closeness paradox: contingency analysis in B2B sales

Wang

Hampson

Han

2020

JBIM

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Purpose This study aims to examine the positive and negative consequences of relationship closeness between salespersons and their business customers in a B2B sales context: sales performance and salesperson passive opportunism. Design/methodology/approach Drawing on the social exchange theory, the authors develop a conceptual model of positive and negative consequences of relationship closeness. The authors empirically test the model using matched survey data from 269 salesperson-sales supervisor dyads and individual sales performance ratings from one of the largest distribution and market expansion companies in Myanmar. Findings Results provide evidence of positive (i.e. sales performance) and negative (i.e. salesperson passive opportunism) consequences of salesperson’s perceived relationship closeness. These relationships are, however, contingent on organization-level and employee-level factors. High extent of supervision enhances the effects of salesperson’s perceived relationship closeness on sales performance but attenuates its influence on salesperson passive opportunism. The effect of salesperson’s perceived relationship closeness on salesperson’s passive opportunism is stronger for salespersons with a promotion (vs prevention) focus. Research limitations/implications The results offer guidelines to firms seeking to optimize the efficacy of close relationships between their salespersons and customers. For example, higher levels of supervision could increase the likelihood of positive outcomes of relationship closeness while minimizing its negative consequences. Originality/value To the best of the authors’ knowledge, this study is the first to demonstrate not only the benefits of relationship closeness between salespersons and customers but also its dark side: the relationship closeness paradox.

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Section: Literature Reviewcontrasting

confidence: 74%

Relationship closeness paradox: contingency analysis in B2B sales

Wang

Hampson

Han

2020

JBIM

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“…Meanwhile, discretionary brand-oriented behaviors performed by internal audiences exist not only in the positive form but also in the negative form. Regarding employees' deviance (or counterproductive workplace behavior), marketing literature has expanded the scope of frontline employees' deviances from those that are executed toward the organization (theft, sabotage and voluntary absenteeism) and coworkers to those that are executed toward the customers in the service or sales context (Darrat et al, 2016;Hochstein et al, 2015;Hochstein et al, 2017;Jelinek and Ahearne, 2010). However, general internal audiences, as well as frontline workers, also engage in brand-oriented deviance toward the organization by spreading negative word-of-mouth (NWOM) to outsiders when they are not on the job (Harris and Ogbonna, 2012).…”

Section: Introductionmentioning

confidence: 99%

Internal audience strikes back from the outside: emotionally exhausted employees’ negative word-of-mouth as the active brand-oriented deviance

Lee

Suh

2020

JPBM

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Purpose Reflecting on the importance of negative word-of-mouth (NWOM) executed by internal audience of brand management, this study aims to explore the mechanism of employees’ NWOM in the emotional exhaustion context. Design/methodology/approach Focusing on employees’ active brand-oriented deviances, this study used a surveyed data set (n = 150) collected from negatively aroused employees experiencing a negative event within their organization. Structural equation modeling was adopted to test the hypotheses. Findings The current study revealed that employees’ NWOM is associated with emotional exhaustion. Also, it discovered that emotional exhaustion is more strongly associated with employees’ NWOM than turnover intention. Research limitations/implications Relying on self-regulation theory, the current study identified emotional exhaustion as a critical antecedent of employees’ NWOM. Future researchers can use the longitudinal research design or temporal separation as an effort to prevent common method variance. Practical implications Internal audiences engage in negative brand-oriented performance by spreading NWOM. Further, the advance in social media may instigate NWOM spread by internal audiences to external audiences. Originality/value This paper tests the explanatory power of conservation of resources theory and self-regulatory theory in terms of the impact of employees’ emotional exhaustion on NWOM and turnover intention.

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“…It is important to identify the causes and sources of CWB to maintain the functional effectiveness of the organization and to accelerate productivity among employees (Czarnota-Bojarska, 2015). Counterproductive behaviors can also be expressed as negative job behaviors (Hochstein, Lilly, & Stanley, 2017), behavioral deviation in the workplace (Hollinger & Clark, 1983;Bennett & Robinson, 2000;Mitchell & Ambrose, 2007;Kulas et al, 2007), anti-social behavior (Thau, Crossley, Bennett, & Sczesny, 2007), counter-productive behavior (Hochstein et al, 2017), dysfunctional workplace behavior, organizational misbehavior, rule violation, and anti-citizenship behavior (Hochstein et al, 2017) in different disciplines. CWB is an intentional harmful behavior by employees directed toward their organization, stakeholders and members of the organization (Dalal, 2005;Spector et al, 2006b;Fox et al, 2001;Hochstein et al, 2017).…”

Section: Organizational Citizenship and Counterproductive Work Behaviors As Job Performancementioning

confidence: 99%

“…Interpersonal counterproductive work behaviors are those that harm people (colleagues, managers, subordinates, suppliers, customers) at work, such as stealing a colleague's objects, harassing, physical and verbal intimidation, and delaying work (Hollinger & Clark, 1983;Kulas et al, 2007;Brink et al, 2016). In this sense, it is clear that it is costly for both persons and organizations (Kulas et al, 2007;Hochstein et al, 2017). Spector et al (2006b) have examined five different sub-dimensions of CWB in terms of how employees perceive these behaviors: abuse, production deviation, sabotage, theft and withdrawal.…”

Section: Organizational Citizenship and Counterproductive Work Behaviors As Job Performancementioning

confidence: 99%

The Effect of Workplace Conditions On Employee Job Performance

Reyhanoğlu¹,

Akın²

2020

Ege Akademik Bakis (Ege Academic Review)

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In the health sector, violent situations have led to the advancement of prevention policies and practices for employees working efficiently. The condition of the hospital, the adequacy of resources, the presence of conflicts between employees, and the management style make happy or unhappy employees that causes them to behave positively or negatively. The aim of the study is to determine the relationship between workplace conditions, violence prevention policies and practices (VPC), organizational constraints and conflicts between employees, job related wellbeing and employee job performance, dimensioned as counterproductive work behavior (CWB) and organizational citizenship behavior (OCB), in a model. A survey on the permanent nurses and health officers in a hospital was conducted, and a developed model was tested using structural equation modeling. As a result of the validity and reliability analyzes, all scale items were collected in the dimensions to which they belong, except for the VPC that split into two, and the model was partially verified. In this study, the presence of VPC reduces negative workplace conditions (interpersonal conflict and organizational constraints) and CWB of employee. The claim that the presence of VPC increases job related well-being and OCB were not found significant statistically. The results are discussed, and suggestions are presented.

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Incorporating a Counterproductive Work Behavior Perspective into the Salesperson Deviance Literature: Intentionally Harmful Acts and Motivations for Sales Deviance

Cited by 18 publications

References 55 publications

Relationship closeness paradox: contingency analysis in B2B sales

Relationship closeness paradox: contingency analysis in B2B sales

Internal audience strikes back from the outside: emotionally exhausted employees’ negative word-of-mouth as the active brand-oriented deviance

The Effect of Workplace Conditions On Employee Job Performance

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