Hostname: page-component-586b7cd67f-2brh9 Total loading time: 0 Render date: 2024-11-23T04:14:26.843Z Has data issue: false hasContentIssue false
  • English
  • Français

What’s ethics got to do with it? Manager behavioral modeling in virtual environments

Published online by Cambridge University Press:  22 September 2021

Emory Serviss Open the ORCID record for Emory Serviss [Opens in a new window]
Emory Serviss*
Affiliation:
Auburn University, Auburn, AL, USA, 36849
*
Corresponding author. Email: [email protected]
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 14 , Issue 3 , September 2021 , pp. 448 - 450
Copyright
© The Author(s), 2021. Published by Cambridge University Press on behalf of the Society for Industrial and Organizational Psychology

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Badrinarayanan, V., & Ramachandran, I. (2019). Ethical sales leadership and salesperson performance: The intervening influence of worthiness of being followed: An abstract. In P. Rossi & N. Krey (Eds.), Finding new ways to engage and satisfy global customers. AMSWMC 2018. Developments in marketing science: Proceedings of the Academy of Marketing Science. Springer.Google Scholar
Badrinarayanan, V., Ramachandran, I., & Madhavaram, S. (2019). Mirroring the boss: Ethical leadership, emulation intentions, and salesperson performance. Journal of Business Ethics, 159(3), 897–912.CrossRefGoogle Scholar
Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly, 17(6), 595–616.CrossRefGoogle Scholar
Dahling, J. J., Taylor, S. R., Chau, S. L., & Dwight, S. A. (2016). Does coaching matter? A multilevel model linking managerial coaching skill and frequency to sales goal attainment. Personnel Psychology, 69(4), 863–894.CrossRefGoogle Scholar
Deeter-Schmelz, D., Goebel, D., & Kennedy, K. (2008). What are the characteristics of an effective sales manager? An exploratory study comparing salesperson and sales manager perspectives. Journal of Personal Selling and Sales Management, 28(1), 7–20.CrossRefGoogle Scholar
Farrell, S., & Hakstian, A. (2001). Improving salesforce performance: A meta-analytic investigation of the effectiveness and utility of personnel selection procedures and training interventions. Psychology & Marketing, 18(3), 281–316.3.0.CO;2-Z>CrossRefGoogle Scholar
Gundlach, G. T., & Murphy, P. E. (1993). Ethical and legal foundations of relational marketing exchanges. Journal of Marketing, 57(4), 35–46.CrossRefGoogle Scholar
Hu, X., Barber, L., Park, Y., & Day, A. (2021). Defrag and reboot? Consolidating information and communication technology research in I-O psychology. Industrial and Organizational Psychology: Perspectives on Science and Practice, 14(3), 371–396.Google Scholar
Hawes, J. M., & Rich, G. A. (1998). Selling and sales management in action: The constructs of sales coaching: Supervisory feedback, role modeling and trust. Journal of Personal Selling & Sales Management, 18(1), 53–63.Google Scholar
Roman, S., & Ruiz, S. (2005). Relationship outcomes of perceived ethical sales behavior: The customer’s perspective. Journal of Business Research, 58(4), 439–445.CrossRefGoogle Scholar
Schwepker, C. H., & Good, D. J. (1999). The impact of sales quotas on moral judgment in the financial services industry. Journal of Services Marketing, 13(1), 38–58.CrossRefGoogle Scholar
Singh, V. L., Manrai, A. K., & Manrai, L. A. (2015). Sales training: A state of the art and contemporary review. Journal of Economics, Finance and Administrative Science, 20(38), 54–71.CrossRefGoogle Scholar