...ID number: 0989700 ID number: 0989681 ID number: 0955679 TERM PAPER - AUTONOMY vs TEAMWORK IN SALESPERSON`s FUTURE PERFORMANCE - Hand-in date: 21.11.2015 Campus: BI Oslo Examination code and name: GRA 6441 Sales & Sales Force Management Programme: Master of Science in Strategic Marketing Management CONTENT Problem definition................................................................................................3 Literature review..................................................................................................4 Teamwork.............................................................................................................4 Autonomy.............................................................................................................8 Conclusions – our opinion..................................................................................12 References...........................................................................................................18 PROBLEM IN “Measuring and Managing a Salesperson`s Future Value of the Firm” by V.Kumar, Sarang Sunder, and Robert P. Leone (2014 Journal of Marketing Research) Businesses are moving from a product-centric to a customer-centric view and from a backward looking to a forward-looking strategic perspective, so sales organizations must adapt to the ever-changing marketplace to maximize performance. Given the dynamic and extremely...
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...Strategic Management: Strategy is a long-term plan framed to gain a competitive advantage. Strategic management is a domain wherein strategies are transformed in to actions. It even comprises decisions made based on priorities, say, tasks to which time is devoted like resource allocation. These plans and decisions are aligned to goals of an organization. (Amason, A. 2010) Strategic management focuses on clients to know their expectations and serve them brilliantly. It involves action plans to reduce attrition and to retain the best talent. Its scope involves the functions and activities which make the organization innovative and pioneering. (Karami, A. 2007) Need for Strategic Management: Need for its strategic management arises to fulfill the priorities of an organization few of which include: o To accelerate its growth in this global business. o To augment the operational excellence of the organization. o To become globalized. It aims towards value creation to all shareholders at the same time even being centered towards society. (Amason, A. 2010) Executive Summary: Strategic Management involves formulation and implementation of strategies to improve the performance and to gain competitive advantage. It involves decisions and acts that managers undertake in order to attain the desired goals. Strategies are planned means to attain end results. Strategic management is long term in nature and gives a direction to the organization. Before...
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...| | | Direct and indirect effects of transformational leadership on innovative behavior | | | | | | Table of Contents Abstract 3 Introduction 4 Theoretical framework 8 Leadership and innovative behavior 8 Transformational leadership and innovative behavior 9 The mediating role of affective commitment between transformational leadership and innovative behavior 11 The mediating role of innovative climate between transformational leadership and innovative behavior 15 The moderating role of affective commitment between transformational leadership and employees’ innovative behavior 18 The moderating role of innovative climate between transformational leadership and employees’ innovative behavior 19 Methods 20 Participants and Procedure 20 Measures 22 Data analysis 24 Results 25 Descriptive statistics and scales 25 Correlation analysis 26 Testing hypothesis 27 Discussion 29 Limitations and recommendations 33 Directions for future research 35 Practical implications 36 References 37 Appendix 42 Tables……………………………………………………………………………………………………………………………………………42 Figures. 45 Company report 46 Abstract This study aims at investigating how transformational leaders directly and indirectly (via affective commitment to the organization, the career, the leader, and the team and innovative climate) affect employees’ innovative behavior. The hypotheses are tested by applying quantitative analyses to data collected from 39 employees of a...
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...licensee. Organization The overarching logic of the book is intuitive—organized around answers to the what, where, why, and how of international business. WHAT? Section one introduces what is international business and who has an interest in it. Students will sift through the globalization debate and understanding the impact of ethics on global businesses. Additionally, students will explore the evolution of international trade from past to present, with a focus on how firms and professionals can better understand today’s complex global business arena by understanding the impact of political and legal factors. The section concludes with a chapter on understanding how cultures are defined and the impact on business interactions and practices with tangible tips for negotiating across cultures. WHERE? Section two develops student knowledge about key facets of the global business environment and the key elements of trade and cooperation between nations and global organizations. Today, with increasing numbers of companies of all sizes operating internationally, no business or country can remain an island. Rather, the interconnections between countries, businesses, and institutions are inextricable. Even how we define the world is changing. No longer classified into simple and neat categories, the rapid changes within countries are redefining how global businesses think about developed, developing, and emerging markets. This section addresses the evolving nature of country...
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