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Formal and informal management control combinations in sales organizations: The impact on salesperson consequences

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  • Cravens, David W.
  • Lassk, Felicia G.
  • Low, George S.
  • Marshall, Greg W.
  • Moncrief, William C.

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No abstract is available for this item.

Suggested Citation

  • Cravens, David W. & Lassk, Felicia G. & Low, George S. & Marshall, Greg W. & Moncrief, William C., 2004. "Formal and informal management control combinations in sales organizations: The impact on salesperson consequences," Journal of Business Research, Elsevier, vol. 57(3), pages 241-248, March.
    • Handle: RePEc:eee:jbrese:v:57:y:2004:i:3:p:241-248
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    References listed on IDEAS

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    1. Ford, Neil M. & Walker, Orville Jr. & Churchill, Gilbert Jr., 1975. "Expectation-specific measures of the intersender conflict and role ambiguity experienced by industrial salesmen," Journal of Business Research, Elsevier, vol. 3(2), pages 95-112, April.
    2. Jackson, Susan E. & Schuler, Randall S., 1985. "A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings," Organizational Behavior and Human Decision Processes, Elsevier, vol. 36(1), pages 16-78, August.
    3. Comer, James M. & Machleit, Karen A. & Lagace, Rosemary R., 1989. "Psychometric assessment of a reduced version of INDSALES," Journal of Business Research, Elsevier, vol. 18(4), pages 291-302, June.
    4. Behrman, Douglas N. & Perreault, William Jr., 1982. "Measuring the performance of industrial salespersons," Journal of Business Research, Elsevier, vol. 10(3), pages 355-370, September.
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