The impact of management commitment alignment on salespersons' adoption of sales force automation technologies: An empirical investigation

Cascio, Robert; Mariadoss, Babu John; Mouri, Nacef

doi:10.1016/j.indmarman.2009.12.010

Cited by 69 publications

(47 citation statements)

References 88 publications

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“…This finding was consistent with the prior studies by Cascio et al, (2010), suggested that top management commitment has the stronger potential to enhance sales force automation adoption. In contrast, Strategic Alignment was not associated with human resource practice.…”

Section: Findingsupporting

confidence: 92%

“…Despite this," leadership" appears to be one of the single biggest factors affecting organizational performance. Therefore, Leaders who are committed may be the key to the development of an environment that provides organizational effectiveness (Cascio et al, 2010). Kieu (2010) found strong correlation between transformation and transactional leadership on year-over-year revenue growth and profits.…”

Section: Leadership Commitment On Organizational Performance and Emplmentioning

confidence: 99%

“…Studies on the leadership level (e.g. immediate supervisor and top management) have been independently investigated and have been shown to significantly impact employee behaviors (Cascio, Mariadoss, & Mouri, 2010). Leaders are a vital ingredient in the success of organization.…”

Section: Introductionmentioning

confidence: 99%

“…Leaders with a high commitment may be the key to the development of an environment that provides organizational effectiveness. Since effective leaders have been demonstrated to be predictive of attitudes and performance in organizations, the question was raised regarding whether other leadership behaviors would also be predictive in the same way or not (Cascio et al, 2010). Studies in the management literature suggest that top management commitment may have an even more powerful impact on organizational practices.…”

Section: Introductionmentioning

confidence: 99%

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The Relationship among Leadership Commitment, Organizational Performance, and Employee Engagement

Nasomboon¹

2014

IBR

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The increasingly competitive global economy has pushed companies to exploit their available resources as a ways of achieving competitive advantage. Leadership is critically important because it has a huge impact on the condition of the organization. The purpose of this quantitative study was to investigate the relationship among Leadership Commitment (LSC), Organizational Performance (ONP), and Employee Engagement (EYE) via their effects on a set of mediating variables of Employers Branding (EYB), Strategic Alignment (SGA), Organizational Agility (ONA), and Human Resource Practices (HRM). A conceptual model of these relationships was developed on existing theories. Data were collected from 26 petrochemical companies" managers to be analyzed as identifiers of the latent variables in the model. This process was completed using the principles of structural equation modeling (SEM) which required confirmatory factor analysis on the measurement model and path analysis on the structural model. The analysis finds that Leadership Commitment directly affects Organizational Performance and Employee Engagement. The study also finds that Employers Branding, Strategic Alignment, Organizational Agility, and Human Resource Practices are an intervening factor between Leadership Commitment, Organizational Performance, and Employee Engagement. In addition, Strategic Alignment does not directly relate to human resource practice-it does so indirectly via Employers Branding and Organizational Agility. This result suggests that an increasing behavior of leader who commit to staying with their company, working toward organizations" target success, focusing on achieving goals, and also working toward the success of organizational change, appears to influence the value of organizational performance as well as the engagement levels of employees.

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Section: Findingsupporting

confidence: 92%

Section: Leadership Commitment On Organizational Performance and Emplmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The Relationship among Leadership Commitment, Organizational Performance, and Employee Engagement

Nasomboon¹

2014

IBR

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“…Buehrer et al (2005) explored the reasons why salespeople use SFA technologies, the perceived barriers to SFA usage and how management may increase the usage of SFA technology. Cascio et al (2010) introduced a new antecedent to the SFA adoption model, management commitment alignment (MCA) and explained that alignment between top management and immediate supervisors' commitment to the SFA technology played essential role on SFA adoption. Their results indicated that while commitment from both leadership levels seemed to be the most conducive to SFA adoption, misaligned commitment conditions maintained differential impacts on adoption.…”

Section: Introductionmentioning

confidence: 99%

A study on the effects of sales related factors on brand equity

Azad¹,

Salmantabar²

2014

10.5267/j.msl

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This paper presents an empirical investigation to study the effects of sales related factors on brand equity. The study designs a questionnaire and distributes it among all 353 sales representatives who work for a dairy producer in province of Mazandaran, Iran. Using principal component analysis, seven variables including qualification criteria, motivation, personality, empowering sales representative, information size, personal characteristics and sales interest in job on brand equity are extracted. The implementation of structural equation modeling has confirmed that there were positive and meaningful relationships between seven factors and brand equity. The highest impact belongs to empowering sales representative followed by qualification criteria, quantity of information, personality and sales motivation.

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Bottlenecks to the Implementation of Automation and Robotics in the Construction Industry

Boya,

Akinradewo,

Aigbavboa

et al. 2023

Lecture Notes in Civil Engineering

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The impact of management commitment alignment on salespersons' adoption of sales force automation technologies: An empirical investigation

Cited by 69 publications

References 88 publications

The Relationship among Leadership Commitment, Organizational Performance, and Employee Engagement

The Relationship among Leadership Commitment, Organizational Performance, and Employee Engagement

A study on the effects of sales related factors on brand equity

Bottlenecks to the Implementation of Automation and Robotics in the Construction Industry

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