Sales technology: Help or hindrance to ethical behaviors and productivity?

Bush, Alan J.; Bush, Victoria D.; Orr, Linda; Rocco, Richard A.

doi:10.1016/j.jbusres.2007.04.007

Cited by 31 publications

(17 citation statements)

References 20 publications

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“…We also find that employees' belief that they have control over their jobs directly impacts the strain variables from work demand stressors, that is, reduces anxiety and increases job satisfaction (Spector, ), rather than moderating the relationship between stressors and strain. From the sales literature, we find that when the salesperson does not believe in her or ability to use IS, his or her productivity decreases (Bush et al ., ). TSE, which is a belief‐oriented and intrinsic concept, can thus improve SP by facilitating greater inherent control over IS use.…”

Section: Methods and Resultsmentioning

confidence: 99%

Technostress: negative effect on performance and possible mitigations

Tarafdar

Pullins

Ragu-Nathan

2014

Information Systems Journal

461

455

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We investigate the effect of conditions that create technostress, on technology-enabled innovation, technology-enabled performance and overall performance. We further look at the role of technology self-efficacy, organizational mechanisms that inhibit technostress and technology competence as possible mitigations to the effects of technostress creators. Our findings show a negative association between technostress creators and performance. We find that, while traditional effort-based mechanisms such as building technology competence reduce the impact of technostress creators on technology-enabled innovation and performance, more empowering mechanisms such as developing technology self-efficacy and information systems (IS) literacy enhancement and involvement in IS initiatives are required to counter the decrease in overall performance because of technostress creators. Noting that the professional sales context offers increasingly high expectations for technology-enabled performance in an inherently interpersonal-oriented and relationship-oriented environment with regard to overall performance, and high failure rates for IS acceptance/use, the study uses survey data collected from 237 institutional sales professionals.

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Section: Methods and Resultsmentioning

confidence: 99%

Technostress: negative effect on performance and possible mitigations

Tarafdar

Pullins

Ragu-Nathan

2014

Information Systems Journal

461

455

View full text Add to dashboard Cite

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“…However, one may argue that spending time with managers in their natural settings, instead of conducting depth-interviews, would have given us deeper insights into the interface dynamics. In response, it is worth noting here that scholars have used different qualitative methodologies to investigate strategic phenomena (Bush, Bush, Orr, & Rocco, 2007;Jarratt & Fayed, 2001;Kniazeva & Belk, 2010;Wang & Netemeyer, 2004). Second, one may question whether conducting interviews in Arabic would have given us better insights.…”

Section: Limitations and Future Researchmentioning

confidence: 99%

Exploration of sales-marketing interface nuances in Saudi Arabia

Malshe

Al‐Khatib

Al-Habib

et al. 2012

Journal of Business Research

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a b s t r a c tExtant research on sales-marketing interface has ignored emerging markets as research contexts. This study uses grounded theory methodology and depth-interview data from 37 sales and marketing professionals in Saudi Arabia to explicate how firm contexts that are influenced by Islamic values may shape intraorganizational mechanisms between firm leadership and sales and marketing departments, moderate their roles in marketing strategy activities, and affect interface dynamics. Specifically, appreciation of high power distance and traditional authority allow top leadership to be extensively involved in firm's everyday operations and there is a conspicuous absence of two-way dialog between top leadership and interface personnel. As a result, marketing strategy making authority is rarely transferred to sales and marketing. The context thus creates a chain of command with top leadership holding central authority, marketers preparing action plans and salespeople implementing those plans. Overall, this context brings forth certain hitherto unexplored perspectives on this interface.

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“…In recent years, the sales profession has undergone many changes that influenced behaviour and practices of salespeople (Ameer & Halinen, 2019). Social media and new technologies have drastically changed ways of social and professional interaction (Lindsey-Mullikin & Borin, 2017; Marshall et al, 2012 Zhuang et al, 2012 Cooper & Frank, 2005 Bush et al, 2007; Marshall et al, 2012) and contributed to unethical practices (Bush et al, 2007; Marshall et al, 2012). External influences on salesperson’s behaviour include competitors and customers, while internal influences on the salesperson’s behaviour are managers, salespeople, customers and co-workers (Ameer & Halinen, 2019; Schmitz & Ganesan, 2014).…”

Section: Ethics In Salesmentioning

confidence: 99%

Dealing with Misselling: Impact of Behavioural Interventions on Insurance Agents

Dominic¹,

Reshmi

2021

NHRD Network Journal

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This case study is about misselling of insurance policies and associated ethical challenges in a leading insurance company. Pro-organisational ethical violations mostly remain unnoticed and are often protected by implausible explanations. In the long run, persistent rationalisation makes malpractices a norm. The present work describes the interventions applied by a consulting firm to bring behavioural integrity. The consulting firm found that socialisation, rationalisation and institutionalisation considerably influenced people’s behaviour at the workplace and normalised unethical behaviour of insurance agents. It architected the behaviour of salespeople by specifically designed interventions through self-control mechanism and nudges. These interventions developed integrity in employees and reduced the number of cautions, warnings and terminations.

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Sales technology: Help or hindrance to ethical behaviors and productivity?

Cited by 31 publications

References 20 publications

Technostress: negative effect on performance and possible mitigations

Technostress: negative effect on performance and possible mitigations

Exploration of sales-marketing interface nuances in Saudi Arabia

Dealing with Misselling: Impact of Behavioural Interventions on Insurance Agents

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