Titlebook: Marketing Dynamism & Sustainability: Things Change, Things Stay the Same…; Proceedings of the 2 Leroy Robinson Conference proceedings 2015

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Impact of Servant Leadership on Ethical Climate, Supervisor Conflict, and Organizational Outcomes,al climate, and organizational outcomes. Study findings show that servant leadership is conducive to lower levels of interpersonal conflict with the supervisor and higher ethical climate perceptions. Conflict with the supervisor affects work-family conflict and felt stress, eventually impacting job

性别

Impact of Perfectionism and Self-Efficacy on Job Performance and Work Engagement : Genmes and Boomeudy tests the relationship between employee–s self-efficacy, perfectionism, work engagement and job performance. In addition, given the entry of millennial (also called GenMe or Generation Y) to the workforce this study explores whether generation gap can moderate the relationship between perfection

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The Impact of Sales Performance Goals on Behaviors: Enhancing or Compromising Sustainable Performaninable performance is questioned in the literature. Performance goals define a ‘desired’, ‘promised’, ‘minimum’ or ‘aspirational’ level of performance, for example, to attain 10 percent more of profits, usually within a specified time period. About 95 percent of Fortune 500 companies use performance

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The Skills and Competencies of Sales Leaders: A Survey,0; Castleberry & Tanner; 1986; Butler & Reese; 1991; Anderson, Mehta & Strong; 1997). Some of this research has focused on the relationship between the sales manager and the sales person (Lagace, 1991; Tanner & Castleberry; 1991). Another research stream has examined leadership style and its effect

先驱

Music Authenticity is in the Eye (and Ear) of the Beholder: Perception of Cues and Intentions of Beand consumer behavior have contributed to the body of knowledge for authenticity in general terms, and as a perceived element of music consumption. Researchers in sociology present evidence that authenticity is a communally and sometimes situationally constructed perception. For example, Uzelac (201

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Laying the Foundation for an Ecosystem of Creativity Marketing,e new marketing paradigm (Vargo and Lusch, 2004) in which the focus is on the co-creation of value between firms and their stakeholders, including customers. We heed the call of organizational creativity scholars (e.g., Hennessey and Amabile, 2010) by proposing a systemic approach to creativity in m

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