Results for 'sales management'

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  1. The Personal Selling and Sales Management Ethics Research: Managerial Implications and Research Directions From a Comprehensive Review of the Empirical Literature. [REVIEW]Nicholas McClaren - 2013 - Journal of Business Ethics 112 (1):101-125.
    Research into ethics in personal selling and sales management has increased substantially over the preceding decade by investigating complex dimensions of ethical decision-making in greater depth and with more analytical sophistication. This review of the recent conceptual and empirical literature provides insight into the extent and the direction of this knowledge, recommends managerial action, and discusses areas for future exploration. Future direction is also provided through research propositions. The type of sales practitioner investigated, the main variables examined, (...)
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  2.  42
    Ethics in Personal Selling and Sales Management: A Review of the Literature Focusing on Empirical Findings and Conceptual Foundations. [REVIEW]Nicholas McClaren - 2000 - Journal of Business Ethics 27 (3):285 - 303.
    Research into the ethics of personal selling and sales management has continued to increase in volume and importance. Because there is now a diversity of opinions and findings in this literature, an assessment of the status of existing knowledge is needed to provide focus and clarity. There have been no comprehensive reviews of the studies of ethics and salespeople, sales managers or sales management, despite recent attention from researchers, practitioners and the general public. The purpose (...)
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  3.  27
    The Paradox of Machiavellianism: Machiavellianism May Make for Productive Sales but Poor Management Reviews. [REVIEW]James Ricks & John Fraedrich - 1999 - Journal of Business Ethics 20 (3):197 - 205.
    This article investigates the effects of Machiavellianism (MACH) on sales performance. Results indicate that those who possess high Machiavellian traits are more productive but received lower overall managerial ratings. Findings suggest that Machiavellianism may in certain circumstances, be somewhat advantageous for long-term sales performance.
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  4.  20
    The Methodology in Empirical Sales Ethics Research: 1980–2010.Nicholas McClaren - 2015 - Journal of Business Ethics 127 (1):121-147.
    The study examines the research methodology of more than 200 empirical investigations of ethics in personal selling and sales management between 1980 and 2010. The review discusses the sources and authorship of the sales ethics research. To better understand the drivers of empirical sales ethics research, the foundations used in business, marketing, and sales ethics are compared. The use of hypotheses, operationalization, measurement, population and sampling decisions, research design, and statistical analysis techniques were examined as (...)
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  5.  30
    Revisiting Gender Role Stereotyping in the Sales Profession.Nikala Lane & Andrew Crane - 2002 - Journal of Business Ethics 40 (2):121 - 132.
    This paper revisits the issue of gender stereotypes in sales professions given new views of what makes for effective sales performance and sales management. Women's continued disadvantaged position in the sales profession is documented, and the role of gender role stereotypes in sustaining this situation in the profession is examined. The paper then turns to the newly emerging, ostensibly "pro-female", view of sales. This emphasises the importance of building and sustaining relationships – qualities that (...)
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  6.  80
    An Investigation of Moral Values and the Ethical Content of the Corporate Culture: Taiwanese Versus U.S. Sales People. [REVIEW]Neil C. Herndon, John P. Fraedrich & Quey-Jen Yeh - 2001 - Journal of Business Ethics 30 (1):73 - 85.
    An empirical study using two ethics-related and three sales force outcome variables was conducted in Taiwan and compared to an existing U.S. sample. Across the two national cultures, individual perceptions of corporate ethics appears to be a more direct determinant of organizational commitment than individual moral values. Differences between the two national cultures were found in ethics perception as it relates to moral values, job satisfaction, and turnover intention. Explanations for the differences are discussed.
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  7.  32
    A Three-Country Study of Unethical Sales Behaviors.Ning Li & William H. Murphy - 2012 - Journal of Business Ethics 111 (2):219-235.
    A major challenge in global sales research is helping managers understand sales ethics across countries. Addressing this challenge, our research investigates whether a few demographic variables and psychographic variables reduce unethical sales behaviors (USBs) in Canada, Mexico, and the USA. Further, using literatures associated with business ethics, national culture, and customer orientation advocacy, we hypothesize why sales managers should expect similarities and differences in USBs between countries. We tested hypotheses using a sales contest scenario and (...)
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  8.  45
    Understanding Factors Affecting Salespeople’s Perceptions of Ethical Behavior in South Africa.Russell Abratt & Neale Penman - 2002 - Journal of Business Ethics 35 (4):269 - 280.
    Sales professionals have been frequent targets of ethical criticism. This paper reports on a survey on ethics of sales professionals in South Africa. The results revealed salespeoples views on controversial sales practices that involve direct monetary consequences; on practices that adversely affect customers, employers and competitors; and on sales peoples sensitization of ethical issues. Stealing from a competitor at a trade show was viewed as the most unethical of the scenarios, while phone sabotage and lying to (...)
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  9.  21
    A Study of the Attitudes Towards Unethical Selling Amongst Chinese Salespeople.Nick Lee, Amanda Beatson, Tony C. Garrett, Ian Lings & Xi Zhang - 2009 - Journal of Business Ethics 88 (S3):497-515.
    The latter part of the twentieth century saw the Chinese economy moving towards a socialist market economy rather than a planned system. Despite growing interest in Chinese business ethics, little work has examined ethical issues concerning the Chinese sales force. This study draws from existing work on Chinese and Western business and sales ethics to develop hypotheses regarding the perceptions of unethical selling behaviour of modern Chinese salespeople. A survey of Chinese sales executives is conducted and statistically (...)
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  10.  38
    Ethically Questionable Behavior in Sales Representatives – An Example From the Taiwanese Pharmaceutical Industry.Ya-Hui Hsu, Wenchang Fang & Yuanchung Lee - 2008 - Journal of Business Ethics 88 (S1):155 - 166.
    Recent corporate disgraces and corruption have heightened concerns about ethically questionable behavior in business. The construct of ethically questionable behavior is an under-portrayed area of management field research, and deserves further studying, especially in sales positions. This study uses four variables from the human resource management field to explain the ethically questionable behavior of sales representatives in the pharmaceutical industry. These variables include frame pattern, commission structure, behavior control type, and marketing norm perceptions. This work uses (...)
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  11.  13
    Ethically Questionable Behavior in Sales Representatives – An Example From the Taiwanese Pharmaceutical Industry.Ya-Hui Hsu, Wenchang Fang & Yuanchung Lee - 2008 - Journal of Business Ethics 88 (S1):155-166.
    Recent corporate disgraces and corruption have heightened concerns about ethically questionable behavior in business. The construct of ethically questionable behavior is an under-portrayed area of management field research, and deserves further studying, especially in sales positions. This study uses four variables from the human resource management field to explain the ethically questionable behavior of sales representatives in the pharmaceutical industry. These variables include frame pattern, commission structure, behavior control type, and marketing norm perceptions. This work uses (...)
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  12.  20
    Examination on Philosophy-Based Management of Contemporary Japanese Corporations: Philosophy, Value Orientation and Performance.Yingyan Wang - 2009 - Journal of Business Ethics 85 (1):1-12.
    Despite the recognition of the importance of philosophy-based management in recent Japanese management practices, there has been little effort to systematically examine this topic from a normative view. With a sample of 152 electrical machinery companies, this study attempts to identify the underlying value orientations incorporated in the normative statement of corporate management philosophy and furthermore examines the complex relationships between corporate value orientations and various performance indexes. The article shows that although the adoption of a corporate (...)
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  13.  13
    Supervising Unethical Sales Force Behavior: How Strong Is the Tendency to Treat Top Sales Performers Leniently? [REVIEW]Joseph A. Bellizzi & Ronald W. Hasty - 2003 - Journal of Business Ethics 43 (4):337 - 351.
    Findings from prior research show that there is a general tendency to discipline top sales performers more leniently than poor sales performers for engaging in identical forms of unethical selling behavior. In this study, the authors attempt to uncover moderating factors that could override this general tendency and bring about more equal discipline for top sales performers and poor sales performers. Surprisingly, none were found. A company policy stating that the behavior in question was unacceptable nor (...)
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  14.  32
    Does Management Experience Change the Ethical Perceptions of Retail Professionals: A Comparison of the Ethical Perceptions of Current Students with Those of Recent Graduates? [REVIEW]Ann M. DuPont & Jane S. Craig - 1996 - Journal of Business Ethics 15 (8):815 - 826.
    The purpose of this study was to extend the previous research on ethics in retailing. Prior research of Dornoff and Tankersley (1985–1976), Gifford and Norris (1987), Norris and Gifford (1988), and Burns and Rayman (1989) examined the ethics orientation of retail sales persons, sales managers, and business school students. These studies found the college students less ethically-oriented than retail sales people and retail managers. The present study attempts to extend the research on ethics formation to a geographically (...)
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  15.  5
    Does Management Experience Change the Ethical Perceptions of Retail Salespeople? A Comparison of the Ethical Perceptions of Current Students with Those of Recent Graduates.M. DuPont Ann & S. Craig Jane - 1996 - Journal of Business Ethics 15 (8):815-826.
    The purpose of this study was to extend the previous research on ethics in retailing. Prior research of Dornoff and Tankersley, Gifford and Norris, Norris and Gifford, and Burns and Rayman examined the ethics orientation of retail sales persons, sales managers, and business school students. These studies found the college students less ethically-oriented than retail sales people and retail managers. The present study attempts to extend the research on ethics formation to a geographically and academically diverse sample, (...)
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  16.  38
    The Use and Abuse of Mutual Fund Expenses.Todd Houge & Jay Wellman - 2007 - Journal of Business Ethics 70 (1):23 - 32.
    Prior research shows that mutual fund investors are often aware of up-front charges like sales loads, but they are less mindful of annual operating expenses, even though both types of fees lower overall performance. This study documents the historical trend and recent abuse of annual mutual fund expenses. As the industry becomes more adept at segmenting customers by level of investment sophistication, we claim that load mutual fund companies take advantage of this ability and charge higher expenses to their (...)
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  17. Ethical Differences Between Men and Women in the Sales Profession.Leslie M. Dawson - 1997 - Journal of Business Ethics 16 (11):1143-1152.
    This research addresses the question of whether men and women in sales differ in their ethical attitudes and decision making. The study asked 209 subjects to respond to 20 ethical scenarios, half of which were "relational" and half "non-relational." The study concludes (1) that there are significant ethical differences between the sexes in situations that involve relational issues, but not in non-relational situations, and (2) that gender-based ethical differences change with age and years of experience. The implications of these (...)
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  18.  38
    A Cross-National Comparison of University Students' Perceptions Regarding the Ethics and Acceptability of Sales Practices.Thomas H. Stevenson & Charles D. Bodkin - 1998 - Journal of Business Ethics 17 (1):45 - 55.
    This scenario-based study examines the perceptions of university students in the United States and Australia regarding the ethics and acceptability of various sales practices. Study results indicate several significant differences between U.S. and Australian university students regarding the perceptions of ethical and acceptable sales practices. These differences centered on company-salesperson and salesperson-customer relationships. The findings are significant for the employer, and have consequences for customers and competitors. They also have implications for recruiters and managers of salespeople, academics with (...)
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  19.  31
    The Influence of Deontological and Teleological Considerations and Ethical Climate on Sales Managers' Intentions to Reward or Punish Sales Force Behavior.James B. DeConinck & William F. Lewis - 1997 - Journal of Business Ethics 16 (5):497-506.
    This study examined how sales managers react to ethical and unethical acts by their salespeople. Deontological considerations and, to a much lesser extent, teleological considerations predicted sales managers' ethical judgments. Sales managers' intentions to reward or discipline ethical or unethical sales force behavior were primarily determined by their ethical judgments. An organization's perceived ethical work climate was not a significant predictor of sales managers' intentions to intervene when ethical and unethical sales force behavior was (...)
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  20.  16
    The Influence of Retail Management’s Use of Social Power on Corporate Ethical Values, Employee Commitment, and Performance.Harald Biong, Arne Nygaard & Ragnhild Silkoset - 2010 - Journal of Business Ethics 97 (3):341-363.
    Recent cases in retailing reflect that ethics have a major impact on brands and performance, in turn, demonstrating that brand owners, employees, and consumers focus on ethical values. In this study, we analyze how various sources of social power affect corporate ethical values, retailer’s commitment to the retail organization, and ultimately sales and service quality. Multi-source data based on a sample of 225 retailers indicated a strong link between power, ethics, and commitment and that these affected output performance.
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  21.  14
    The Influence of Retail Management’s Use of Social Power on Corporate Ethical Values, Employee Commitment, and Performance.Arne Nygaard & Harald Biong - 2010 - Journal of Business Ethics 97 (1):87-108.
    Recent cases in retailing reflect that ethics have a major impact on brands and performance, in turn, demonstrating that brand owners, employees, and consumers focus on ethical values. In this study, we analyze how various sources of social power affect corporate ethical values, retailer’s commitment to the retail organization, and ultimately sales and service quality. Multi-source data based on a sample of 225 retailers indicated a strong link between power, ethics, and commitment and that these affected output performance.
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  22. Ethical Issues in Sales: Two Case Studies.Thomas L. Carson - 1998 - Journal of Business Ethics 17 (7):725-728.
    Ethical issues in sales are an important and neglected topic in business ethics. Roughly 9% of the U.S. work force is involved in sales of one sort or another. But very little has been written about ethical issues in sales.
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  23.  28
    An Essay on When to Fully Disclose in Sales Relationships: Applying Two Practical Guidelines for Addressing Truth-Telling Problems. [REVIEW]David Strutton, J. Brooke Hamilton & James R. Lumpkin - 1997 - Journal of Business Ethics 16 (5):545-560.
    Salespeople have a moral obligation to prospect/customer, company and self. As such, they continually encounter truth-telling dilemmas. "lgnorance" and "conflict" often block the path to morally correct sales behaviors. Academics and practitioners agree that adoption of ethical codes is the most effective measure for encouraging ethical sales behaviors. Yet no ethical code has been offered which can be conveniently used to overcome the unique circumstances that contribute to the moral dilemmas often encountered in personal selling. An ethical code (...)
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  24. Формування моделей управління логістичними системами товаропросування підприємства.Ihor Palchyk - 2014 - Схід 5 (131):32-36.
    У статті проаналізовані особливості управління логістичними системами, виокремлені рівні логістичного управління. Сформована схема логістичної мережі підприємства на основі різних каналів та варіантів збуту - реалізації товарів самим виробником та реалізації товарів посередникам. Запропоновані напрями управління логістичною системою товаропросування, пов'язані із застосуванням окремих управлінських функцій. Побудована "клієнт-орієнтована модель" формування логістичної системи товаропросування для умов, коли логістична структура та система товаропросування зорієнтована безпосередньо на споживача та дистриб'ютора товарів.
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  25. Information Disclosure in Sales.David M. Holley - 1998 - Journal of Business Ethics 17 (6):631-641.
    Moral intuitions vary with regard to how much information a salesperson needs to disclose to a potential buyer. Through an analysis of the social role of salesperson and ethical argument, it is established that there is a general obligation to disclose what a buyer would need to make a reasonable judgment about whether to purchase the product. This rule is interpreted and shown to be superior to alternatives when appropriately qualified.
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  26.  37
    Are We Teaching Ethics in Marketing?: A Survey of Students' Attitudes and Perceptions. [REVIEW]J. Richard Shannon & Robert L. Berl - 1997 - Journal of Business Ethics 16 (10):1059-1075.
    This is a descriptive study which examined the attitudes and perceptions of 273 business students at eight universities across the U.S. towards ethics education. The results indicate that students perceive that the level of discussion of ethics and ethical issues ranges from less than adequate in some marketing courses to adequate in others. Sales/sales management courses received the highest ratings for coverage of ethical issues, while transportation/logistics courses scored the lowest.The study also finds that students believe, quite (...)
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  27.  4
    An Essay on When to Fully Disclose in Sales Relationships: Applying Two Practical Guidelines for Addressing Truth-Telling Problems.David Strutton, J. Brooke Hamilton Iii & James R. Lumpkin - 1997 - Journal of Business Ethics 16 (5):545-560.
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  28.  76
    The Effects of Cultural Dimensions on Ethical Decision Making in Marketing: An Exploratory Study. [REVIEW]Long-Chuan Lu, Gregory M. Rose & Jeffrey G. Blodgett - 1999 - Journal of Business Ethics 18 (1):91 - 105.
    As more and more firms operate globally, an understanding of the effects of cultural differences on ethical decision making becomes increasingly important for avoiding potential business pitfalls and for designing effective international marketing management programs. Although several articles have addressed this area in general, differences along specific, cultural dimensions have not been directly examined. Hence, the purpose of this study was to examine differences in ethical decision making within Hofstede's cultural framework. The results confirm the utility of Hofstede's cultural (...)
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  29.  29
    Ethical and Moral Dilemmas Associated with Strategic Relationships Between Business-to-Business Buyers and Sellers.Nigel F. Piercy & Nikala Lane - 2007 - Journal of Business Ethics 72 (1):87-102.
    While ethical and moral issues have been widely considered in the general areas of marketing and sales, similar attention has not been given to the impact of strategic account management (SAM) approaches to handling the relationships between suppliers and very␣large customers. SAM approaches have been widely␣adopted by suppliers as a mechanism for managing␣relationships and partnerships with dominant customers␣– characterized by high levels of buyer–seller inter-dependence and forms of collaborative partnership. Observation suggests that the perceived moral intensity of␣these relationships (...)
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  30.  63
    The Influence of Retail Management’s Use of Social Power on Corporate Ethical Values, Employee Commitment, and Performance. [REVIEW]Arne Nygaard & Harald Biong - 2010 - Journal of Business Ethics 97 (3):341 - 363.
    Recent cases in retailing reflect that ethics have a major impact on brands and performance, in turn, demonstrating that brand owners, employees, and consumers focus on ethical values. In this study, we analyze how various sources of social power affect corporate ethical values, retailer's commitment to the retail organization, and ultimately sales and service quality. Multisource data based on a sample of 225 retailers indicated a strong link between power, ethics, and commitment and that these affected output performance.
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  31. Актуальні Завдання Управління Розвитком Підприємств Ресторанного Господарства В Україні.Yuliia Petruk - 2014 - Схід 4 (130).
    It is defined in the article that large amount of factors have impact on restaurant businesses' management in Ukraine. Attraction of the business is caused by close links between tourism and recreation businesses and hotel and restaurant business, resulting in a high probability of rapid payback of investments. It is determined that actual problems and tasks have to be solved for restaurant businesses development in Ukraine. Main obstacles that prevent from dynamic growth of restaurant business include military operations in (...)
     
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  32.  4
    Обґрунтування механізмів управління соціально відповідальною діяльністю.Olha Pavlykivska - 2018 - Схід 2 (154):32-37.
    The enterprise socially responsible activities system of the needs the effective management mechanism. It has been proved the enterprise social responsibility policy should be included in the management strategy. Modern management methods shifts the emphasis of influence to the invisible asset using with this new management methods, including the social responsibility management. However, it is only small size of the domestic enterprises include the social responsibility policy in the management strategy. The article shows the (...)
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  33. Personal Moral Philosophies and the Moral Judgments of Salespeople.R. Tansey, G. Brown, M. R. Hyman & L. E. Dawson Jr - forthcoming - Journal of Personal Selling and Sales Management:59--75.
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  34. Marginally Performing Salespeople: A Definition.M. R. Hyman & J. K. Sager - forthcoming - Journal of Personal Selling and Sales Management:67--74.
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  35.  27
    Scrambling for Higher Metrics in the Journal Impact Factor Bubble Period: A Real-World Problem in Science Management and its Implications.Tran Trung, Hoang Khanh Linh, La Viet Phuong, Manh-Toan Ho & Quan-Hoang Vuong - 2020 - Problems and Perspectives in Management 18 (1):48-56.
    Universities and funders in many countries have been using Journal Impact Factor (JIF) as an indicator for research and grant assessment despite its controversial nature as a statistical representation of scientific quality. This study investigates how the changes of JIF over the years can affect its role in research evaluation and science management by using JIF data from annual Journal Citation Reports (JCR) to illustrate the changes. The descriptive statistics find out an increase in the median JIF for the (...)
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  36.  55
    Knowledge Management Processes and Their Role in Achieving Competitive Advantage at Al-Quds Open University.Nader H. Abusharekh, Husam R. Ahmad, Samer M. Arqawi, Samy S. Abu Naser & Mazen J. Al Shobaki - 2019 - International Journal of Academic Accounting, Finance and Management Research (IJAAFMR) 3 (9):24-41.
    The study aimed to identify the knowledge management processes and their role in achieving competitive advantage at Al-Quds Open University. The study was based on the descriptive analytical method, and the study population consists of academic and administrative staff in each of the branches of Al-Quds Open University in (Tulkarm, Nablus and Jenin). The researchers selected a sample of the study population by the intentional non-probability method, the size of (70) employees. A questionnaire was prepared and supervised by a (...)
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  37.  19
    Theory of Human Forces in Management.Muhammad Bilal Zafar - 2019 - International Journal of Management Concepts and Philosophy 12 (3):329-341.
    This paper attempts to explore the philosophical argument regarding an account of the development of management orientations and attributes a historical succession of these orientations to a human hereditary. It is hard to find such a consolidate and plausible theory which may provide deep insight into the history and theory of management. This paper is theoretical, based on literature and philosophical analysis. It argues that human behaviours become a force and its treatment cause the variance in human (...). The management with respect to human has periodically recognised these forces and acquired the tools for treatment of such forces. In this paper, theoretically through deductive-partial inductive approach, human forces are classified into six dimensions (gender, attain, social, relational, metaphysical and heredity force) and subsequently in four orientations of management (demo, socio, psycho-socio and meta-oriented management). Demo and socio-oriented management are explored with historical context, while the psycho-socio oriented management is argued with theoretical considerations, i.e., theories related to human work behaviour, performance, need and satisfaction. In last, a plausible argument is presented for meta-oriented management by considering its application in existing corporate structure management. (shrink)
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  38.  7
    A Systems Model to Talent Management, Staff Retention and Bench Strength.Raman K. Attri - 2009 - R. Attri Training and Learning Management Series.
    Numerous attempts to formalize the talent management as a strategic practice by the corporate have been mostly focused on corporate framework, policies and overall organization model and systems to drive talent management and succession planning. Mostly talent management has been presented from a HR managers perspective. Major issue with such approaches is that it does not provide simple to use toolset to the direct manager to manage the talent, succession planning and bench strength. The practical approach to (...)
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  39.  8
    Managing Constraints and Removing Obstacles to Knowledge Management.Sidharta Chatterjee - 2014 - IUP Journal of Knowledge Management 12 (4):24-38.
    Practice of knowledge management is often characterized by obstacles to creation, distribution, and transfer of knowledge from specific groups of settings. Obstacles or constraints to attempts to constitute knowledge as an organizational resource have been previously dealt within the context of organizational learning perspectives; however, there still remain barriers toward making learning available and all-pervasive throughout organizations. This is often as a result of two important factors: (i) bureaucratic and hierarchical forms of organization; and (ii) owing to the situated (...)
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  40. Network Management of Predictive Mobile Networks.Stephen Bush, Frost F., S. Victor, Joseph Evans & B. - 1999 - Journal of Network and Systems Management 7 (2).
    There is a trend toward the use of predictive systems in communications networks. At the systems and network management level predictive capabilities are focused on anticipating network faults and performance degradation. Simultaneously, mobile communication networks are being developed with predictive location and tracking mechanisms. The interactions and synergies between these systems present a new set of problems. A new predictive network management framework is developed and examined. The interaction between a predictive mobile network and the proposed network (...) system is discussed. The Rapidly Deployable Radio Network is used as a specific example to illustrate these interactions. (shrink)
     
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  41.  61
    From Stakeholder Management to Stakeholder Accountability: Applying Habermasian Discourse Ethics to Accountability Research.Andreas Rasche & Daniel E. Esser - 2006 - Journal of Business Ethics 65 (3):251-267.
    Confronted with mounting pressure to ensure accountability vis-à-vis customers, citizens and beneficiaries, organizational leaders need to decide how to choose and implement so-called accountability standards. Yet while looking for an appropriate standard, they often base their decisions on cost-benefit calculations, thus neglecting other important spheres of influence pertaining to more broadly defined stakeholder interests. We argue in this paper that, as a part of the strategic decision for a certain standard, management needs to identify and act according to the (...)
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  42. The Impact of Human Resource Management on Corporate Social Performance Strengths and Concerns.Sandra Rothenberg, Clyde Eiríkur Hull & Zhi Tang - 2017 - Business and Society 56 (3):391-418.
    Although high-performance human resource practices do not directly affect corporate social performance strengths, they do positively affect CSP strengths in companies that are highly innovative or have high levels of slack. High-performance human resource management practices also directly and negatively affect CSP concerns. Drawing on the resource-based view and using secondary data from an objective, third-party database, the authors develop and test hypotheses about how high-performance HRM affects a company’s CSP strengths and concerns. Findings suggest that HRM and innovation (...)
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  43.  38
    The Challenge of Humanistic Management.Domènec Melé - 2003 - Journal of Business Ethics 44 (1):77 - 88.
    According to the origin of the word "humanism" and the concept of humanitas where the former comes from, management could be called humanistic when its outlook emphasizes common human needs and is oriented to the development of human virtue, in all its forms, to its fullest extent. A first approach to humanistic management, although quite incomplete, was developed mainly in the middle of the 20th century. It was centered on human motivations. A second approach to humanistic management (...)
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  44.  92
    An Empirical Investigation of the Relationship Between Change in Corporate Social Performance and Financial Performance: A Stakeholder Theory Perspective. [REVIEW]Bernadette M. Ruf, Krishnamurty Muralidhar, Robert M. Brown, Jay J. Janney & Karen Paul - 2001 - Journal of Business Ethics 32 (2):143 - 156.
    Stakeholder theory provides a framework for investigating the relationship between corporate social performance (CSP) and corporate financial performance. This relationship is investigated by examining how change in CSP is related to change in financial accounting measures. The findings provide some support for a tenet in stakeholder theory which asserts that the dominant stakeholder group, shareholders, financially benefit when management meets the demands of multiple stakeholders. Specifically, change in CSP was positively associated with growth in sales for the current (...)
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  45. Learning From Multi-Stakeholder Networks: Issue-Focussed Stakeholder Management.Julia Roloff - 2008 - Journal of Business Ethics 82 (1):233-250.
    From an analysis of the role of companies in multi-stakeholder networks and a critical review of stakeholder theory, it is argued that companies practise two different types of stakeholder management: they focus on their organization’s welfare (organization- focussed stakeholder management) or on an issue that affects their relationship with other societal groups and organizations (issue-focussed stakeholder management). These two approaches supplement each other. It is demonstrated that issue-focussed stakeholder management dominates in multi-stakeholder networks, because it enables (...)
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  46.  20
    Corporate Sustainability Conference 2002: The Impact of CSR on Management Disciplines.Marcel van Marrewijk - 2003 - Journal of Business Ethics 44 (2/3):89-93.
    In addition to the traditional personnel and human resource management, there is a need for a new approach to personnel management, which we will call Human Capital Management. HCM emphasises an alignment between the individual and the organization and in our view offers the challenge and the key to successful management in the future.
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  47.  93
    The Impact of Human Resource Management on Environmental Performance: An Employee-Level Study.Pascal Paillé, Yang Chen, Olivier Boiral & Jiafei Jin - 2014 - Journal of Business Ethics 121 (3):1-16.
    This field study investigated the relationship between strategic human resource management, internal environmental concern, organizational citizenship behavior for the environment, and environmental performance. The originality of the present research was to link human resource management and environmental management in the Chinese context. Data consisted of 151 matched questionnaires from top management team members, chief executive officers, and frontline workers. The main results indicate that organizational citizenship behavior for the environment fully mediates the relationship between strategic human (...)
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  48. Determinants of Earnings Management Ethics Among Accountants.Rafik Z. Elias - 2002 - Journal of Business Ethics 40 (1):33 - 45.
    Earnings management behavior is a concern of standard-setters, regulators and the accounting profession. This study examines the ethics of this practice using a national sample of 763 accounting practitioners, faculty and students. Possible determinants of the ethics of this practice such as perceived role of ethics and social responsibility, and personal moral philosophies (i.e. idealism and relativism) are explored. Results indicate a positive relationship between social responsibility, focus on long-term gains, idealism, and the ethical perception of earnings management (...)
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  49.  49
    The Limits of Corporate Social Responsibility: Techniques of Neutralization, Stakeholder Management and Political CSR. [REVIEW]Gary Fooks, Anna Gilmore, Jeff Collin, Chris Holden & Kelley Lee - 2013 - Journal of Business Ethics 112 (2):283-299.
    Since scholarly interest in corporate social responsibility (CSR) has primarily focused on the synergies between social and economic performance, our understanding of how (and the conditions under which) companies use CSR to produce policy outcomes that work against public welfare has remained comparatively underdeveloped. In particular, little is known about how corporate decision-makers privately reconcile the conflicts between public and private interests, even though this is likely to be relevant to understanding the limitations of CSR as a means of aligning (...)
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  50. Management Ethics.Norman E. Bowie - 2005 - Blackwell.
    My station and its duties : the function of being a manager -- Stockholder management or stakeholder management -- The ethical treatment of employees -- The ethical treatment of customers -- Supply chain management and other issues -- Corporate social responsibility -- Moral imagination, stakeholder theory and systems thinking : one approach to management decision-making -- Leadership.
     
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