Journal of Business Ethics 15 (11):1151 - 1160 (1996)

Abstract
This study examines the relationship between salespeople's moral judgment and their job performance. Results indicate a positive relationship between moral judgment and job performance when certain characteristics are present. Implications for sales managers and sales researchers are provided. Additionally, directions for future research are given.
Keywords No keywords specified (fix it)
Categories (categorize this paper)
DOI 10.1007/BF00412814
Options
Edit this record
Mark as duplicate
Export citation
Find it on Scholar
Request removal from index
Revision history

Download options

PhilArchive copy


Upload a copy of this paper     Check publisher's policy     Papers currently archived: 62,205
External links

Setup an account with your affiliations in order to access resources via your University's proxy server
Configure custom proxy (use this if your affiliation does not provide a proxy)
Through your library

References found in this work BETA

View all 7 references / Add more references

Citations of this work BETA

View all 15 citations / Add more citations

Similar books and articles

How Sales Managers Control Unethical Sales Force Behavior.James B. De Coninck - 1992 - Journal of Business Ethics 11 (10):789 - 798.
Performance, Promotion and Information.Zajac Jaroslav - 2004 - Journal of Business Ethics 50 (2):187-198.
How Sales Managers Control Unethical Sales Force Behavior.James B. Coninck - 1992 - Journal of Business Ethics 11 (10):789-798.

Analytics

Added to PP index
2009-01-28

Total views
51 ( #207,216 of 2,444,557 )

Recent downloads (6 months)
2 ( #311,178 of 2,444,557 )

How can I increase my downloads?

Downloads

My notes