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Work-family interface conflicts have typically been cast in a negative light due to their detrimental consequences. This study offers new insights by uncovering conditions under which such conflicts may produce both positive and negative effects on salesperson job-related behaviors in the context of B2B sales. Drawing on cognitive appraisal theory as an overarching theoretical framework, the authors suggest that informal controls (i.e., professional control and self-control) have differential moderating effects in salespeople's primary and secondary appraisal processes when faced with work-family conflict and family-work conflict. Dyadic data from a matched salesperson-customer sample reveals that professional control amplifies, whereas self-control mitigates, the positive effect of work-family conflict on perceived stress. Professional control amplifies the positive effect of stress on in-role behavior, and self-control strengthens positive effects of stress on in-role behavior and customer-directed extra-role behavior while suppressing unethical behavior under high stress. Moreover, the two types of informal controls moderate the direct effects of family-work conflict on salesperson behaviors in an opposite fashion, such that under a strong professional control, family-work conflict reduces in-role and extra-role behaviors and induces unethical behavior, whereas a strong self-control alleviates such detrimental effects. These findings suggest that work-family interface conflicts should be viewed as a double-edged sword capable of producing both positive and negative consequences under certain conditions, offering new theoretical insights and important managerial implications for this prevalent phenomenon in sales management., Author(s): C. Fred Miao [sup.1] , Guangping Wang [sup.2] Author Affiliations: (1) 436 School of Business Administration, Portland State University, 0000 0001 1087 1481, grid.262075.4, , 97207, Portland, OR, USA [...]

To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.jbusres.2005.08.007 Byline: Daryl McKee (a), Guangping Wang (b) Keywords: Economic development; Economic exchange; Social exchange; Path analysis Abstract: This paper examines the relative role of relationships in shaping business satisfaction with, and commitment to, a business location. Economic and social exchange provides the theoretical perspectives for this study. In particular, this paper addresses the question: is social exchange valued in its own right (as a separate element alongside economic benefits) or does it rather add value to the economic exchange process? That is, is social exchange a benefit, or is it a facilitating condition? These issues are tested using path analysis with data from a survey among executives of manufacturing firms located in a 10-county area of the southeastern United States. The results support a model wherein social exchange facilitates the relationship between location factors (in particular, transportation access, labor quality, and government support) and location satisfaction. Author Affiliation: (a) Department of Marketing, E.J. Ourso College of Business Administration, Louisiana State University, Baton Rouge, LA 70803-6314, United States (b) Department of Management, School of Professional and Graduate Studies, Penn State University, 30 E. Swedesford Rd., Malvern, PA 19355, United States Article History: Received 1 October 2004; Accepted 3 August 2005

Role of relationship of economic exchange and social exchange in the marketing sector is discussed. Path analysis is used to test the relative role of the relationship.

A study is conducted to measure core/primary facets of customer-based brand equity (CBBE), and their relationship with related brand associations and brand response variables is examined by using perceived quality (PQ), perceived value for the cost (PVC), uniqueness, and the willingness to pay a price premium for a brand as facets. The results suggest that PQ, PVC, and brand uniqueness are potential direct antecedents of the willingness to pay a price premium for a brand, and that willingness to pay a price premium is a potential direct antecedent of brand purchase behavior.

Byline: Xiaoping. Gu, Guangping. Wang, Ruibin. Wu, Hong. Jia Sir, A 49-year-old Chinese man presented to our department with a 4-year history of erosions over the right nipple. The lesion [...]

The learning efforts of sales personnel have a positive effect on their ability to do their job.