销售论文英文文献翻译及参考文献 第5页
evidence to suggest that, at the intersection between ethical standards and pressure for performance, pressure for performance might win out.
Recent research has produced a mixed bag in terms of helping us understand how organizations can encourage or support ethical standards of behavior. Findings support the idea that strong organizational cultures attract salespeople whose own values are congruent with that culture, and that this value congruity is associated with positive outcomes (Barnes, Jackson, Hutt, & Kumar, 2006). Culture strength provides the mechanism for creating and anchoring the social identity of members of the sales force. Conversely, organizational values that are not carefully formulated and clearly articulated may confuse the salesperson’s sense of organizational expectations and responsibilities.
On the negative side, Jelinek and Ahearne (2006) studied unethical salesperson behavior in the form of deviance, defined as voluntary behavior that violates organizational norms and threatens the well being of the organization. According to the authors, bureaucratic organizations seem to foster deviant forms of behavior. This research, conducted among salespeople from diverse industries, demonstrated that bureaucracy encourages deviant behaviors targeted at both the organization (such as running personal errands on work time) and its customers (such as use of deceptive selling tactics). Managers can serve as role models to discourage deviance directed at the organization, but they are ineffective at inhibiting interpersonal deviance (such as accepting credit for the work of colleagues).
On the positive side, there is evidence that ethical climates do create environments in which salespeople can be happier and more productive. Mulki, Jaramillo, and Locander (2006) studied the salespeople of a global pharmaceuticals company operating in the United 毕业论文http://www.751com.cn/  论文网http://www.lwfree.com/to the positive outcomes of job satisfaction and organizational commitment. Additionally, ethical climate is a predictor of trust in the supervisor. This suggests that selling organizations should create and embrace codes of ethical conduct. While these codes may not prevent all unethical behavior, the norms and values expressed by the codes do have positive outcomes.
In a similar vein, Weeks, Loe, Chonko, Martinez, and Wakefield (2006) investigated antecedents and outcomes of ethical climate among both U.S. and Mexican salespeople. Salespeople from both countries reported a positive association between perceived organizational ethical climate and individual commitment to quality. Interestingly, this relationship was stronger for the U.S. sample than for the Mexican sample. For the U.S. sample, perceived organizational ethical climate was also positively associated with organizational commitment.
Taken as a whole, the recent research on sales organizations and ethical behavior offers the following prescriptions. Any organization with a strong culture is likely to attract salespeople with similar values. Therefore, an organization with strong norms around ethical behaviors should attract ethical salespeople. An organization seeking to increase the commitment of its salespeople should improve its ethical climate. Clients will benefit from this improvement in the form of higher quality service. These results indicate that sales training programs should include discussions of the organization's ethical norms and codes of ethical conduct. The caution from Jelinek and Ahearne (2006) is that organizations should take care that codes of conduct, ethical norms, and other processes that create an ethical climate do not also create a more bureaucratic workplace. Finally, pressures for performance may sometimes supersede ethical norms, especially if salespeople know that superior performance protects them from harsh consequences of unethical acts.
3 Influence techniques
Several interesting papers published in 2006 examined issues or models first proposed by early efforts in sales force management research, specifically in the area of influence techniques. This is important because the sales literature is younger (starting in earnest in the 1970s) than the marketing literature in general, and developing a core body of knowledge requires this sort of long-term, systematic effort.
The importance of salesperson adaptive behaviors was first noted in the sales and sales management literature more than 20 years ago. According to Weitz, Sujan, and Sujan (1986), adaptive selling is the altering of sales behaviors during a customer interaction or across customer interactions based on perceived information about the nature of the selling situation. Adaptive selling was viewed by scholars and practitioners as a way to improve predictability of variance in sales performance, as variables such as personal characteristics and job attributes typically accounted for less than 10% of variance in most studies.
The year 2006 provided an opportunity for researchers to reflect on the 20-year history of the concept. Franke and Park (2006) conducted a meta-analysis to test the antecedents and consequences of adaptive selling behavior and customer orientation, synthesizing the body of literature regarding adaptive selling. The key finding is that adaptive selling behaviors are correlated with higher performance, and this result holds when performance is evaluated by salespeople themselves, by manager ratings, and by objective measures. In general, effect sizes were still small, except for the relationship between adaptive selling behaviors and self-rated performance. Salespeople who practice adaptive selling clearly perceive that they are better performers than those who do not. In addition, adaptive selling behaviors are positively associated with job satisfaction. Similarly, salespeople who are high on customer orientation (concern for others in a problem solving approach) also have higher self-ratings of performance and higher job satisfaction. Not surprisingly, adaptive selling behaviors and customer orientation are also related.
McFarland, Challagalla, and Shervani (2006) examined the issue of adaptive selling in greater depth, exploring the specific influence tactics that salespeople use in different selling

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