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Article: Control systems' effect on attributional processes and sales outcomes: A cybernetic information-processing perspective

TitleControl systems' effect on attributional processes and sales outcomes: A cybernetic information-processing perspective
Authors
KeywordsAttributions
Attribution theory
Control system
Feedback
Sales management
Issue Date2005
Citation
Journal of the Academy of Marketing Science, 2005, v. 33, n. 4, p. 553-574 How to Cite?
AbstractBuilt upon a cybernetic information-processing framework, this article advances and empirically tests a conceptual model proposing the relationships between sales controls (outcome, activity, capability), salespeople's attributional ascriptions (effort, strategy, ability), attributional dimensions (internal/external, stable/unstable), and psychological consequences (job satisfaction, performance expectation). The study challenges the assumption in the sales literature that attributional dimensions cleanly map onto attributional ascriptions. Findings support that sales control systems affect salespeople 's attribution processes in ways suggesting that the processes are more malleable than heretofore theorized in the marketing literature. Furthermore, the study demonstrates that control systems differentially affect attribution processes across two cultures: the United States and China. The article concludes with a discussion of research and managerial implications. Copyright © 2005 by Academy of Marketing Science.
Persistent Identifierhttp://hdl.handle.net/10722/230750
ISSN
2015 Impact Factor: 3.744
2015 SCImago Journal Rankings: 3.861

 

DC FieldValueLanguage
dc.contributor.authorFang, Eric-
dc.contributor.authorEvans, Kenneth R.-
dc.contributor.authorLandry, Timothy D.-
dc.date.accessioned2016-09-01T06:06:43Z-
dc.date.available2016-09-01T06:06:43Z-
dc.date.issued2005-
dc.identifier.citationJournal of the Academy of Marketing Science, 2005, v. 33, n. 4, p. 553-574-
dc.identifier.issn0092-0703-
dc.identifier.urihttp://hdl.handle.net/10722/230750-
dc.description.abstractBuilt upon a cybernetic information-processing framework, this article advances and empirically tests a conceptual model proposing the relationships between sales controls (outcome, activity, capability), salespeople's attributional ascriptions (effort, strategy, ability), attributional dimensions (internal/external, stable/unstable), and psychological consequences (job satisfaction, performance expectation). The study challenges the assumption in the sales literature that attributional dimensions cleanly map onto attributional ascriptions. Findings support that sales control systems affect salespeople 's attribution processes in ways suggesting that the processes are more malleable than heretofore theorized in the marketing literature. Furthermore, the study demonstrates that control systems differentially affect attribution processes across two cultures: the United States and China. The article concludes with a discussion of research and managerial implications. Copyright © 2005 by Academy of Marketing Science.-
dc.languageeng-
dc.relation.ispartofJournal of the Academy of Marketing Science-
dc.subjectAttributions-
dc.subjectAttribution theory-
dc.subjectControl system-
dc.subjectFeedback-
dc.subjectSales management-
dc.titleControl systems' effect on attributional processes and sales outcomes: A cybernetic information-processing perspective-
dc.typeArticle-
dc.description.natureLink_to_subscribed_fulltext-
dc.identifier.doi10.1177/0092070305275249-
dc.identifier.scopuseid_2-s2.0-28644445654-
dc.identifier.volume33-
dc.identifier.issue4-
dc.identifier.spage553-
dc.identifier.epage574-

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