Examination into the effects of job satisfaction on salesperson deviance: The moderating role of customer orientation

Salesperson deviance represents a significant cost to organizations throughout the world. This paper addresses a gap in the literature by examining all three dimensions of salesperson deviance (i.e., organizational deviance, interpersonal deviance and customer-directed deviance) and the moderating role of customer orientation. More specifically and using a sales personnel sample, this research extends current understanding of deviant behavior in two key areas. Our findings show (1) a negative relationship between job satisfaction and each dimension of salesperson deviance, and (2) customer orientation moderates the relationship between job satisfaction and salesperson deviance. Thus, we present a more holistic view of salesperson deviance and, in practical terms, confirm that organizational stakeholders should proactively manage the job satisfaction together with the customer orientation of their sales staff in order to avoid and/or minimize deviant behaviors

Processual antecedents of perceived channel conflict in franchising

In this study, we develop and examine the network of relationships explaining perceived conflict in franchise relationships from a franchisee perspective. Our research contributes to the current knowledge of asymmetric exchange relationships through demonstrating the importance of a franchisee's expectations confirmation, relational trust and relationship satisfaction in franchisee assessments of network conflict. The goal of this paper is to empirically examine (1) the relationship between franchisee perceptions of information quality (information dissemination and information search) and the confirmation of franchisee performance expectations, (2) franchisee characterizations of their relationships with their franchisors in terms of relational sentiments such as trust and relational satisfaction, communication and conflict management, (3) the relationship between franchisee satisfaction and perceived conflict, and (4) the moderating effect of franchisee experience on the relationship between franchisee satisfaction and franchisee perceptions of conflict. Empirical results, utilizing a sample of 345 franchisees in Australia, present strong evidence for the support of nine of the ten hypotheses drawn from the conceptual model. Specifically, data reveal that in an effort to cultivate a network of cooperative and satisfied franchisees, franchisors should adopt strategies that promote the timely dissemination of relevant and meaningful pre- and post-entry information, open communication exchange, transparent conflict management systems and personalized support in accommodating individual franchisee needs

50 years of social marketing: seeding solutions for the future

Purpose This paper looks back to look forward, through a synthesising social marketing literature over the last fifty years, and delivers a set of guiding tenets to propel social marketing’s agenda forward. Design/methodology/approach Across three strands, this paper amalgamates theoretical and practitioner evidence from social marketing. This synthesis commences with a review, summary and critical discussion of five decades of social marketing research. Across strand 2 and 3, we review 412 social marketing interventions reported across 10 evidence reviews, and 238 case studies. Findings This paper demonstrates social marketing’s use of fundamental marketing principles and capability to achieve behaviour change outcomes. Social marketers have built frameworks and processes that non-profit organisations, government agencies and policy makers seeking to enact change can utilise. This paper delivers 5 tenets that summarise the findings of the three strands and delivers research priorities for the next 50 years of social marketing research to drive the field forward. Research limitations/implications Drawing on five decades of learning, this paper proposes research priorities that can be applied to refine, recalibrate and future-proof social marketing’s success in making the world a better place. Practical implications This article demonstrates the value of social marketing science and helps bridge gaps between theory and practice and further strengthen social marketing’s value proposition. This paper provides confidence that money invested in social marketing programs is well spent. Originality/value This paper delivers a forward-looking perspective and provides social marketing academics and practitioners with confidence that it can assist in overcoming society’s most pressing issues. The paper encompasses key social marketing literature since it was founded 50 years ago. Five tenets will guide social marketing forward: (1) evidencing marketing principles (2) operationalisation of processes, principles and activities (3) implementing systems thinking (4) creating and testing marketing theory, and (5) guiding a new social marketing era