bluuebunny/crossref_metadata_2025_split huggingface dataset:
Conflict and well‐being at work: the moderating role of personality
Authors: Dijkstra Maria T.M. , van Dierendonck Dirk , Evers Arne , De Dreu Carsten K.W. 
Published: March 2005

PurposeThis study examines the moderating influence of the Big Five factors of agreeableness, extraversion, and emotional stability on the relationship between conflict and well‐being.Design/methodology/approach – Two field studies were conducted in which respondents were asked to fill out questionnaires during work hours; the first study involved a health care organization, the second one a manufacturing organization.Findings – In performing sets of hierarchical regressions it was shown that conflict was negatively associated with well‐being, especially when individuals were low in agreeableness, low in emotional stability or low in extraversion.Research limitations/implications – We proposed directional relations between conflict and individual well‐being, however we cannot rule out the alternative in which reduced well‐being leads to more conflict. Future research using a cross‐lagged design with longitudinal data is needed to establish causal relationships.Practical implications – The most straightforward implication for practice seems to be that conflict should become part of the checklist consultant's use when advising organisations with high rates of turnover, sick leave, and absenteeism.Originality/value – This study showed that conflict adversely affects well‐being, especially for disagreeable, emotional unstable, or introverted individuals.
Assessing leadership styles and organisational context
Authors: Dulewicz Victor , Higgs Malcolm 
Published: March 2005

PurposeTo investigate the new leadership dimensions questionnaire (LDQ) and a related framework for assessing an individual's leadership style in relation to the context in which the leader works; the three new LDQ sub‐scales designed to measure organisational context, follower commitment and leader performance; and the relationship between personality and leadership.Design/methodology/approach – Research is reported on LDQ data from a large sample of leaders and managers (n 222) from a range of public and private organisations. A style score was calculated and then related to data on respondents' biographical – job function, gender, sector and nationality – and FFM personality data.Findings – Results show a reasonably even allocation across all three leadership styles and that the styles are independent of the four important biographical variables. They also show that the five FFM personality factors do not account for any additional variance on any of the styles at a significant level. Results on the factor structure of the organisational context, follower commitment and leader performance scales show them to be reliable scales.Research limitations/implications – A majority of the sample were from the UK, from the private sector and were male. This study did not incorporate measures of job performance or investigate the style and context link. The self‐assessed, not the 360° version of LDQ was used.Practical implications – Some support is provided for the LDQ's use for leadership assessment and development, and for identifying potential, in both public and private sector organisations, with a standardisation sample of more than 1,000 now available. Results also show that the LDQ can be used without losing significant personality‐related variance.Originality/value – LDQ provides a unique opportunity for managers to relate leadership dimensions to three different leadership styles – engaging, goal‐oriented and involving – and, in turn, to the degree of organisational volatility faced by the leader, thus enabling respondents to identify the most appropriate style. Leader performance and follower commitment sub‐scales should facilitate further research by academics into leadership performance.
Managers' cognitive maps and intra‐organisational performance differences
Authors: Goodhew Geoffrey W. , Cammock Peter A. , Hamilton Robert T. 
Published: March 2005

PurposeTo explore the relationship between managers' cognitive maps and their performance as managers at the same level in the same organisation.Design/methodology/approach – Field study involving 30 branch managers in a financial services organisation operating in New Zealand. A nomthetic approach was used to develop their cognitive maps. Features of these maps were then related to business‐unit performance.Findings – The managers who were higher performing have maps that were considerably simpler, using fewer concepts and fewer linkages.Research limitations/implications/future research – While limited to one organisation and to one level of management, there is evidence that cognition is related to managers' performance. Future research should explore how cognitive structures differ between managerial levels, and how these are related to appropriate measures of performance.Originality/value – One of few studies that have sought to map managers' cognition and organisation performance.
An empirical exploration of psychological contract violation and individual behaviour
Authors: Lemire Louise , Rouillard Christian 
Published: March 2005

PurposeThe purpose of the research is to demonstrate the impact of psychological contract infringement (independent variable) on organizational commitment, exit, voice and neglect (dependent variables) within a Canadian federal public organization located in Quebec, where individual (e.g. age), organizational (e.g. stricter rule enforcement) and situational (e.g., employment alternatives) variables are controlled.Design/methodology/approach – A pre‐tested questionnaire (204 questions) on the psychological contract was distributed to 357 Canadian civil servants in a one site federal department. One hundred and thirty‐two questionnaires were returned and considered usable for research, for a 37 per cent response rate. Bivariate analysis was performed on the various determinants and individual responses to psychological contract violation, including organizational commitment, departure designs and counterproductive behaviors.Findings – Results clearly illustrate the great complexity of the link between organizational variables and individual reactions and shed light, on a higher level, on the need to outgrow arguments that reduce bureaucracy to its mere perverse effects. These results suggest that the managerial challenge is not so much to produce a shift from an environment where the rule of law, standards and regulations prevails to an open and flexible environment where individual autonomy is prized as it is to ensure compliance with normative and regulatory constraints.Originality/value – The research seeks to enrich the knowledge base on the subject area because previous research has dealt almost exclusively with the psychological contract within large private companies.
Factorial constitution of managerial effectiveness
Authors: Singh Chauhan Vinit , Dhar Upinder , Pathak R.D. 
Published: March 2005

PurposeIt has been observed time and again by researchers that one must be highly adaptive in order to be effective. Number of instruments are available, but most of them have been developed and then standardized on western population. To ensure utility of some of the well‐known instruments, it is imperative to testify them on Indian population. The present study is an attempt to re‐examine the factorial structure of the instrument developed by Mott.Design/methodology/approach – The work is based on a broad range of published works, including papers, books and reports.Findings – The findings have revealed that this instrument does not replicate its factors in totality, hence indirectly the impact of culture on managerial effectiveness. The study has established that the instrument developed by Mott does not replicate its factorial structure in Indian context. The original version had three factors, such as productivity, flexibility and adaptability, whereas the present study has shown that there are only two factors, such as functional effectiveness and personal effectiveness in the Indian context.Originality/value – Of value for functional effectiveness and personal effectiveness in the Indian context.
The experience of work‐related stress across occupations
Authors: Johnson Sheena , Cooper Cary , Cartwright Sue , Donald Ian , Taylor Paul , Millet Clare 
Published: March 2005

PurposeTo compare the experience of occupational stress across a large and diverse set of occupations. Three stress related variables (psychological well‐being, physical health and job satisfaction) are discussed and comparisons are made between 26 different occupations on each of these measures. The relationship between physical and psychological stress and job satisfaction at an occupational level is also explored.Design/methodology/approach– The measurement tool used is a short stress evaluation tool which provides information on a number of work related stressors and stress outcomes. Out of the full ASSET database 26 occupations were selected for inclusion in this paper.Findings– Six occupations are reporting worse than average scores on each of the factors – physical health, psychological well‐being and job satisfaction (ambulance workers, teachers, social services, customer services – call centres, prison officers and police). Differences across and within occupational groups, for example, teaching and policing, are detailed. The high emotional labour associated with the high stress jobs is discussed as a potential causal factor.Research limitations/implications– This is not an exhaustive list of occupations and only concerns employees working within the UK.Originality/value– There is little information available that shows the relative values of stress across different occupations, which would enable the direct comparison of stress levels. This paper reports the rank order of 26 different occupations on stress and job satisfaction levels.
Strategy‐driven B2B promotions
Authors: Hellman Karl 
Published: March 2005

PurposeTypically, business‐to‐business (B2B) promotions are price cuts that drain profits and erode brand equity for the sake of short‐term volume gains. This paper shows how to elevate B2B promotions to a central place in implementing strategy – creating extra value for customers, building brand equity, improving profits, and permanently increasing sales.Design/methodology/approachThe article examines nine successful non‐price promotions and shows the patterns and principles that made them work.FindingsThe article posits a new conceptual model that organizes the findings from the nine cases: “the customer learning curve.” Strategy‐driven promotions move customers down this mental process from having a need – but perhaps not even knowing it – all the way through to being advocates for the firm and its products.Research limitations/implicationsThe model provides a framework for analyzing existing, and designing future, decision‐oriented market research.Practical implicationsStrategy‐driven promotions focus on overcoming barriers to purchase. The best are specific (don't ask the promotion to do the whole job); creative (go beyond the conventional, “drop the price” thinking); customer‐centered (borrow interest from something the customer really cares about); measurable (if you can't measure it, you can't learn from it); and brand enhancing (don't fall into the trap of eroding brand equity).)Originality/valueThe customer learning curve is an original conceptual model and practical problem‐solving tool. The nine cases provide original examples.
Stress in business relationships
Authors: Holmlund‐Rytkönen Maria , Strandvik Tore 
Published: March 2005

PurposeOne of the causes of change in business relationships comes from incidents that deviate in a positive or negative way from the expected and normal relationship pattern. This introduces the concept of stress that captures the effect of negatively deviating incidents in business relationships.Design/methodology/approachPresents a technique, the negative critical incident mapping (NCIM), for measuring this kind of stress. The technique is used in an industrial service and a business service setting to measure stress in a dyadic manner.FindingsThe results show that not only were all studied relationships burdened with stress to a varying extent but there were also substantial differences in the degree and content of stress. The relationships showed significant differences when seller‐buyer pairs of stress perceptions were matched. Operator‐level perceptions of stress in the relationships corresponded better than manager‐level perceptions. Research and management implications from the new relationship stress concept conclude the paper.Originality/valueThe new relationship‐stress concept is useful for relationship‐dissolution and relationship‐strength researchers since it reveals a hidden risk factor to a business relationship that complements current understanding. For managers the value lies in being able to diagnose relationships at risk of being lost or to detect fundamental relationship problems.
Salesforce automation, perceived information accuracy and user satisfaction
Authors: Gohmann Stephan F. , Barker Robert M. , Faulds David J. , Guan Jian 
Published: March 2005

PurposeThis paper examines how perceptions about salesforce automation (SFA) systems are influenced by the perceived accuracy of the information the system provides.Design/methodology/approachThree hypotheses are tested. They are as follows. Sales people who perceive that the information is inaccurate will be less likely to: have a positive perception of the system; think that their training was helpful; and think that the system improves their productivity. Chi‐square tests are used to test the association between the perceptions of information accuracy and the statements in the hypotheses.FindingsNegative perceptions about the accuracy of information leads to negative perceptions about other aspects of the SFA system.Research limitations/implicationsThis study examines the results for only one particular organization. The results may not be generalizable to other organizations. As similar data about other SFA systems become available, this study can be used as a basis for examining the effect of information accuracy on perceptions of SFA systems.Originality/valueSince the company has some control over the accuracy of the information provided by the system, they should attempt to provide information that the salesforce finds useful. To enure that the proper information is provided, management must seek the user's input about what information should be provided. Additionally, the data should be cleansed and provide an indicator of the probability that a particular lead will result in a sale.
Industrial buyers’ influence strategies: buying situation differences
Authors: Leonidou Leonidas C. 
Published: March 2005

PurposeDespite the critical role of the industrial buying situation in shaping buyer behavior and seller response, little research has been conducted to augment extant knowledge on the subject. To fill this gap, this article focuses on influence strategies that industrial buyers exert on their suppliers in different buying situations.Design/methodology/approachThe study received information from 122 Greek producers of industrial goods through a mail survey based on a semi‐structured questionnaire. This incorporated 24 influence strategies equally divided into six groups (legalistic, coercive, reward, expert, referent, and informational), and respondents were asked to specify their degree of agreement or disagreement, whether these are used by their customers in three buying situations (straight re‐buy, modified re‐buy, and new task).FindingsThe study revealed that: industrial customers use a wide array of influence strategies, with those based on referent, expert, or legalistic sources being more widely employed; influence strategies vary in degree of application according to buying situation, and are least used by new‐task buyers; and straight re‐buyers tend to make greater use of expert, referent, and, to some extent, legalistic influence strategies, while modified re‐buyers employ more coercive and, to a lesser extent, information‐based influence strategies. Overall, influence strategies play an important role in industrial buying behavior, requiring sellers to treat customers differently in each buying situation.Originality/valueSeveral suggestions for future research are provided, such as replicating the study in different geographic contexts, monitoring changes of influence strategies as a buyer moves from one buying situation to another, and investigating the countervailing actions taken by suppliers.
The “agent effect” on business divorce
Authors: Vaaland Terje I. , Purchase Sharon 
Published: March 2005

PurposeThe purpose of the paper is to explore the introduction of agents, such as consultants and lawyers, when the continuation of a business relationship is threatened by conflict.Design/methodology/approachBased on findings in a distorted business relationship in the oil industry, describes an “agent effect” on managerial decisions.FindingsThe “agent effect” reduces uncertainty in the decision process by adding information, but also increases the uncertainty. This implies that their advice in fact may increase managerial uncertainty to a level of which the relationship may end up in a business divorce. The study is explorative and based on a single case study design where written communication between the battling parties, public media and court writs are investigated. Primary and secondary data sources are combined.Research limitations/implicationsAlthough the paper's strength lies in it being an in‐depth analysis of a single case, this approach is also a limitation when claiming new knowledge.Practical implicationsFuture research should test the existence of “agent effect”, based on a quantitative, cross‐sectional survey design to secure a more general validity. The paper suggests a general carefulness when bringing in external agents into an inter‐organizational dispute, unless the agents are representing both parties as mediators.Originality/valueThe challenge of managing conflict and divorce in a business‐to‐business context has been well studied before, but the role of external agents has not, until now, been explored. This study fills this gap.
Perceived managerial sincerity, feedback‐seeking orientation and motivation among front‐line employees of a service organization
Authors: Paswan Audhesh K. , Pelton Lou E. , True Sheb L. 
Published: March 2005

PurposeLiterature on the services industry's front‐line employees has largely focused on the relationships between service providers and customers. However, there is increasing approbation that managers influence the front‐line employees' motivation, ultimately impacting service quality. This study investigates the relationship between front‐line employees' perceived managerial sincerity, need for feedback, and role motivation.Design/methodology/approachThe data were collected at 26 restaurants (from a global fast‐food franchised chain) located in a large US city, using a self‐administered questionnaire, from their front‐line employees. The final sample size was 185 (47.4 percent response).FindingsThe results suggest a positive association between front‐line employees’ feedback‐seeking orientation and their perceived managerial sincerity. A positive association also exists between front‐line employees' motivation levels and their job satisfaction.Research limitations/implicationsThe focus on a subset of restaurants (from a single franchise system) and the limited scope of states‐of‐mind and behaviors measured are two main limitations. A multitude of other front‐line employee characteristics and factors should be investigated in future studies.Practical implicationsResults suggest that managers' interpersonal communication techniques enhance front‐line employees' perceptions of managerial sincerity, and increase their motivation and job satisfaction. However, managers need to balance a portfolio of diverse employee traits with relevant managerial styles to achieve desired outcomes.Originality/valueThe association between perceived managerial sincerity and feedback‐seeking orientation is intuitively appealing and comforting. However, some employees are happy being told what to do without any concern for involvement. Employees with low perceived managerial sincerity are also low on feedback need.
Destination brand images: a business tourism perspective
Authors: Hankinson Graham 
Published: March 2005

PurposeMost studies of destination brand images have been conducted from the perspective of the leisure tourist. This study identifies brand images from a business tourist perspective (people visiting destinations for business meetings, incentive events, conferences and exhibitions) and tests their relationship with perceived quality and commercial criteria.Design/methodology/approachData on the brand image attributes associated with 15 UK destinations promoting themselves as business tourism centres were collected via repertory grid analysis from a sample of 25 organisations using business tourism facilities. A self‐completion questionnaire was used to measure managers’ ratings of the perceived quality of each destination and the commercial criteria used to select a destination. The data were analysed using content analysis, exploratory factor analysis and correlation analysis.FindingsThe content analysis identified eight clusters of brand image attributes. Subsequent factor analysis identified three underlying dimensions – overall destination attractiveness, functionality, and ambience. While all three were correlated with perceived quality, commercial criteria were dominated by a destination's functional rather than ambience attributes.Originality/valueThe results of the study provide a more informed and systematic basis on which to develop a destination's business tourism positioning strategy by providing a framework for selecting relevant brand image attributes.
Pricing objectives and pricing methods in the services sector
Authors: Avlonitis George J. , Indounas Kostis A. 
Published: March 2005

PurposeThe purpose of this research paper is to explore the pricing objectives that service companies pursue along with the pricing methods that they adopt in order to set their prices.Design/methodology/approachAn extensive review of the literature revealed the complete lack of any previous work aiming to investigate the potential association between these two important elements of a company's pricing strategy. Thus, the value of the paper lies in the fact that it presents the first attempt to examine this issue empirically. In order to achieve the research objectives, data were collected from 170 companies operating in six different services sectors in Greece through personal interviews.FindingsThe findings of the study reveal that the objectives, which are pursued, are fundamentally qualitative rather than quantitative in their nature with a particular emphasis given on the companies’ customers. However, the pricing methods, which are adopted by the majority of the companies, refer to the traditional cost‐plus method and the pricing according to the market's average prices. The study also revealed that the pricing objectives are, as should be expected, associated with the pricing methods.Practical implicationsThe practical implications of the findings refer to the fact that managers might gain a lot by placing their emphasis on an integrated pricing approach and implement pricing methods that are in line with the pricing objectives that have been initially set. However, the context of the study (Greece) is an obvious limitation to the ability to generalize these findings, suggesting the need for future research that replicates the current study in other countries.Originality/valueManagers might gain a lot by placing their emphasis on an integrated pricing approach and implement pricing methods that are in line with the pricing objectives that have been initially set.