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Influence of Formalization on Role Stress, Organizational Commitment, and Work Alienation of Salespersons: A Cross-National Comparative Study

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  • Sanjeev Agarwal

    (Iowa State University)

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    Abstract

    Organizations rely on formalization to coordinate the efforts of employees; however, this practice has been found to have a negative influence on role stress, organizational commitment, and work alienation of salespersons. Though the negative influence of formalization in the United States has been known for some time, we still cannot predict if similar relationships would/should be observed in other countries because the rationale developed to explain these relationships in the United States did not consider the cultural factors that influence them. With such knowledge, it would become possible to anticipate the nature of the relationship in different cultural environments. Such an approach to developing cross-national models has been often suggested but seldom implemented. By emphasizing the role of culture, this study generates practical guidelines for both practitioners and theorists.© 1993 JIBS. Journal of International Business Studies (1993) 24, 715–739

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    Article provided by Palgrave Macmillan in its journal Journal of International Business Studies.

    Volume (Year): 24 (1993)
    Issue (Month): 4 (December)
    Pages: 715-739

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    Handle: RePEc:pal:jintbs:v:24:y:1993:i:4:p:715-739

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    Cited by:
    1. Banai, Moshe & Reisel, William D., 2007. "The influence of supportive leadership and job characteristics on work alienation: A six-country investigation," Journal of World Business, Elsevier, Elsevier, vol. 42(4), pages 463-476, December.
    2. Adler, Paul S. & Chen, Clara Xiaoling, 2011. "Combining creativity and control: Understanding individual motivation in large-scale collaborative creativity," Accounting, Organizations and Society, Elsevier, vol. 36(2), pages 63-85, February.
    3. Piercy, Nigel F. & Low, George S. & Cravens, David W., 2004. "Examining the effectiveness of sales management control practices in developing countries," Journal of World Business, Elsevier, Elsevier, vol. 39(3), pages 255-267, August.
    4. Harich, Katrin R. & LaBahn, Douglas W., 1998. "Enhancing International Business Relationships: A Focus on Customer Perceptions of Salesperson Role Performance Including Cultural Sensitivity," Journal of Business Research, Elsevier, Elsevier, vol. 42(1), pages 87-101, May.
    5. Tse, Alan C. B. & Sin, Leo Y. M. & Yau, Oliver H. M. & Lee, Jenny S. Y. & Chow, Raymond, 2003. "Market orientation and business performance in a Chinese business environment," Journal of Business Research, Elsevier, Elsevier, vol. 56(3), pages 227-239, March.
    6. Karjalainen, Katri & Salmi, Asta, 2013. "Continental differences in purchasing strategies and tools," International Business Review, Elsevier, Elsevier, vol. 22(1), pages 112-125.
    7. Somnath Lahiri, 2011. "India-focused publications in leading international business journals," Asia Pacific Journal of Management, Springer, Springer, vol. 28(2), pages 427-447, June.
    8. Katsikea, Evangelia & Theodosiou, Marios & Perdikis, Nick & Kehagias, John, 2011. "The effects of organizational structure and job characteristics on export sales managers' job satisfaction and organizational commitment," Journal of World Business, Elsevier, Elsevier, vol. 46(2), pages 221-233, April.
    9. Bao, Yeqing & Zheng Zhou, Kevin & Zhou, Nan, 2006. "Social alienation in a transitional economy: Antecedents and impact on attitude toward social reform," Journal of Business Research, Elsevier, Elsevier, vol. 59(9), pages 990-998, September.
    10. Rajagopal, 2006. "Analysis of Effective Control Practices in Sales Management: A Comparative Study in Developing Countries," Marketing Working Papers, Tecnológico de Monterrey, Campus Ciudad de México 2006-04-MKT, Tecnológico de Monterrey, Campus Ciudad de México.

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