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dc.contributor.authorChang, CCen_US
dc.contributor.authorDubinsky, AJen_US
dc.date.accessioned2014-12-08T15:20:18Z-
dc.date.available2014-12-08T15:20:18Z-
dc.date.issued2005en_US
dc.identifier.issn1051-712Xen_US
dc.identifier.urihttp://hdl.handle.net/11536/14420-
dc.identifier.urihttp://dx.doi.org/10.1300/J033v12n01_03en_US
dc.description.abstractMany factors have been identified as having an Impact Oil salespeople's work Outcomes. Although a plethora of empirical research has determined that organizational justice influences employees' job-related responses, minimal attention has been given to the effects of organizational justice in a selling context. The nature of the sales position, as well as the fact that organizational justice is managerially controllable, Suggests that this variable warrants research attention. The purpose of this paper is to elucidate the concept of organizational justice and develop propositions regarding linkages among components of this variable and salespeople's performance, job satisfaction, extra-role behavior, organizational commitment, and intention to quit. Implications for sales managers and researchers are also offered.en_US
dc.language.isoen_USen_US
dc.subjectindustrial-sellingen_US
dc.subjectsalesperson performanceen_US
dc.subjectorganizational justiceen_US
dc.titleOrganizational justice in the sales force: A literature review with propositionsen_US
dc.typeArticleen_US
dc.identifier.doi10.1300/J033v12n01_03en_US
dc.identifier.journalJOURNAL OF BUSINESS-TO-BUSINESS MARKETINGen_US
dc.citation.volume12en_US
dc.citation.issue1en_US
dc.citation.spage35en_US
dc.citation.epage71en_US
dc.contributor.department管理科學系zh_TW
dc.contributor.departmentDepartment of Management Scienceen_US
dc.identifier.wosnumberWOS:000235799000002-
dc.citation.woscount4-
Appears in Collections:Articles


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