Customer orientation, conflict, and innovativeness in Japanese sales departments

Matsuo, Makoto

doi:10.1016/j.jbusres.2005.06.002

Cited by 144 publications

(110 citation statements)

References 58 publications

(124 reference statements)

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“…While Jehn et al (1999) proposed that process conflict would be beneficial due to the better fit between individual ability and task requirements expected, they found that high levels of process conflict deterred constructive task discussions and actual implementation. Consistent with what we found regarding process conflict norms, much of the empirical work examining process conflict has found that it negatively influences processes affecting performance (Behfar et al 2002;Greer and Jehn 2007;Porter and Lilly 1996;Vodosek 2005) and innovation (Matsuo 2006). The open norms encouraging process conflict discussions may have incited issues of disrespect regarding members' abilities and competency in process decisions, and similar to the findings of Jehn et al (1999), apparently interfered with effective task accomplishment.…”

Section: Discussionsupporting

confidence: 81%

The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes

et al. 2008

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In this study, we examine three types of conflict (task, relationship, and process) and four dimensions of conflict (emotions, norms, resolution efficacy, and importance) in decision making groups. We also investigate emergent states (e.g., trust, respect, cohesiveness; Marks et al. 2001; Acad Manag Rev 26: 530-547) as mediating the effects of the conflict types and dimensions on group outcomes (productivity and viability). All three types of conflict decreased positive emergent states in groups and this led to a decrease in group viability (the ability of a team to retain its members through their satisfaction and willingness to continue working together; Balkundi and Harrison 2006; Acad Manag J 49: 49-68). This effect was alleviated by resolution efficacy (the belief that the conflict can be easily resolved) regarding process conflict, but could be exacerbated by any negative emotion associated with relationship conflict. Norms that encouraged task conflict also increased positive emergent states within groups, which marginally and positively influenced group performance.

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Section: Discussionsupporting

confidence: 81%

The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes

et al. 2008

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“…A review of numerous researches shows that this relationship remains controversial. Indeed, some studies ISSN 2157-6068 2014 provided evidence that innovation has a positive effect on organizational performance (Bierly and Chakrabarti, 1996;Caves and Ghemawat, 1992;Darroch, 2005;Matsuo, 2006). However, others found negative relationship (Balkin et al, 2000) or instead no significant relationship between these variables (Greve, 2003).…”

Section: Contributions Of Innovation To Organizational Performancementioning

confidence: 99%

Employee Empowerment and Its Importance for Trust, Innovation and Organizational Performance

Berraies¹,

Chaher²,

Yahia³

2014

BMS

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In order to strengthen their competitiveness, companies have to look for ways that allow them to be innovative and to achieve better performance. To reach these objectives, previous researches suggested that companies must implement motivational managerial practices. In particular, employee empowerment is recognized as a key for building trustful-relationships in the organizations, which in turn lead to innovation and higher level of performance. In this perspective, the purpose of this paper is to examine the effect of employee empowerment on both innovation and organizational performance and to explore the mediating role of trust in these relationships. The main result of the empirical study conducted with a sample of 248 firms belonging to ICT Tunisian sector is that employee empowerment has a positive effect on trust, innovation and organizational performance.

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“…Lysonski & Johnson, 1983;Matsuo, 2006). Relationship selling, as a paradigm, has propagated a belief that with the right training and tools, sales people can suspend or even suppress a market by creating and maintaining strong and enduring relationships with their customers (Tzokas, Saren & Kyziridis, 2001;Ahearne, Bhattacharya & Gruen, 2005).…”

Section: Introductionmentioning

confidence: 99%

Industrial sales people as market actors

Geiger¹,

Finch

2009

Industrial Marketing Management

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Publication informationIndustrial Marketing Management, 38 (6): 608-617 Publisher ElsevierItem record/more information http://hdl.handle.net/10197/5189 Publisher's statement þÿ T h i s i s t h e a u t h o r s v e r s i o n o f a w o r k t h a t w a s a c c e p t e d f o r p u b l i c a t i o n i n I n d u s t r i a lMarketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial þÿ M a r k e t i n g M a n a g e m e n t ( V o l u m e 3 8 , I s s u e 6 , A u g u s t S e p t e m b e r 2 0 0 9 , P a g e s 6 0 8 6 1 7 ) Industrial Sales People as Market ActorsAbstract: We develop the concept of boundaries in the context of sales personnel and their counterparts encountering and negotiating these while they undertake work to shape markets and build relationships. Drawing on a case study from production chemistry, we show that market shaping implies a mutual development of relationships, goods and services exchanged, and boundaries. In particular, we show that while relationships can submerge and obscure parts or dimensions of boundaries to other market actors, normal business activities such as testing new products and adapting products to changes in environmental legislation make visible some material dimensions of the exchange object, which can attract attention from other sellers. Visibility finds an expression as those market objects are exchanged, such that objects can be devices by which other actors join in and position themselves and their objects within markets.

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Customer orientation, conflict, and innovativeness in Japanese sales departments

Cited by 144 publications

References 58 publications

The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes

The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes

Employee Empowerment and Its Importance for Trust, Innovation and Organizational Performance

Industrial sales people as market actors

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