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Performance impact of middle managers' adaptive strategy implementation: The role of social capital

Strategic management journal, 2014-01, Vol.35 (1), p.68-87

2014

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Resistance to Brand Switching When a Radically New Brand Is Introduced: A Social Identity Theory Perspective

Journal of marketing, 2010-11, Vol.74 (6), p.128-146

2010

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The Role of Leaders in Internal Marketing

Journal of marketing, 2009-03, Vol.73 (2), p.123-145

2009

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The future of buyer–seller interactions: a conceptual framework and research agenda

Journal of the Academy of Marketing Science, 2022-01, Vol.50 (1), p.22-45

2022

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Exploring the dynamics of antecedents to consumer–brand identification with a new brand

Journal of the Academy of Marketing Science, 2013-03, Vol.41 (2), p.234-252

2013

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Salesperson ambidexterity in customer engagement: do customer base characteristics matter?

Journal of the Academy of Marketing Science, 2019-07, Vol.47 (4), p.659-680

2019

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Identifying effective hunters and farmers in the salesforce: a dispositional–situational framework

Journal of the Academy of Marketing Science, 2016-07, Vol.44 (4), p.415-439

2016

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The business-to-business inside sales force: roles, configurations and research agenda

European journal of marketing, 2020-05, Vol.54 (5), p.1025-1060

2020

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A multinational examination of the symbolic-instrumental framework of consumer-brand identification

Journal of international business studies, 2012-04, Vol.43 (3), p.306-331

2012

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Walking a tightrope: the joint impact of customer and within-firm boundary spanning activities on perceived customer satisfaction and team performance

Journal of the Academy of Marketing Science, 2015-07, Vol.43 (4), p.472-489

2015

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The Diffusion of Market Orientation Throughout the Organization: A Social Learning Theory Perspective

Journal of marketing, 2010-09, Vol.74 (5), p.61-79

2010

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Know Your Customer: How Salesperson Perceptions of Customer Relationship Quality Form and Influence Account Profitability

Journal of marketing, 2014-11, Vol.78 (6), p.38-58

2014

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Leveraging Frontline Employees’ Small Data and Firm-Level Big Data in Frontline Management: An Absorptive Capacity Perspective

Journal of service research : JSR, 2017-02, Vol.20 (1), p.12-28

2017

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Why Salespeople Avoid Big-Whale Sales Opportunities

Journal of marketing, 2022-09, Vol.86 (5), p.95-116

2022

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A Meta-Analysis of Relationships Linking Employee Satisfaction to Customer Responses

Journal of retailing, 2008-09, Vol.84 (3), p.243-255

2008

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Salesperson Dual Agency in Price Negotiations

Journal of marketing, 2021-03, Vol.85 (2), p.89-109

2021

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Intrafunctional Competitive Intelligence and Sales Performance: A Social Network Perspective

Journal of marketing, 2013-09, Vol.77 (5), p.37-56

2013

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On salesperson judgment and decision making

Journal of the Academy of Marketing Science, 2021-09, Vol.49 (5), p.855-863

2021

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The sales-marketing integration gap: a social identity approach

The Journal of personal selling & sales management, 2018-10, Vol.38 (4), p.371-390

2018

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When it pays to have a friend on the inside: contingent effects of buyer advocacy on B2B suppliers

Journal of the Academy of Marketing Science, 2019-09, Vol.47 (5), p.837-857

2019

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The performance impact of marketing dualities: a response surface approach to resolving empirical challenges

Journal of the Academy of Marketing Science, 2022-09, Vol.50 (5), p.915-940

2022

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Why Are Some Salespeople Better at Adapting to Organizational Change?

Journal of marketing, 2010-05, Vol.74 (3), p.65-79

2010

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Extrinsic versus intrinsic approaches to managing a multi-brand salesforce: when and how do they work?

Journal of the Academy of Marketing Science, 2016-11, Vol.44 (6), p.707-725

2016

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The Impact of Mergers and Acquisitions on the Sales Force

Journal of marketing research, 2018-04, Vol.55 (2), p.254-264

2018

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Effects of channel members’ customer-centric structures on supplier performance

Journal of the Academy of Marketing Science, 2019-01, Vol.47 (1), p.56-75

2019

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Performance impact of middle managers' adaptive strategy implementation: The role of social capital

Resistance to Brand Switching When a Radically New Brand Is Introduced: A Social Identity Theory Perspective

The Role of Leaders in Internal Marketing

The future of buyer–seller interactions: a conceptual framework and research agenda

Exploring the dynamics of antecedents to consumer–brand identification with a new brand

Salesperson ambidexterity in customer engagement: do customer base characteristics matter?

Identifying effective hunters and farmers in the salesforce: a dispositional–situational framework

The business-to-business inside sales force: roles, configurations and research agenda

A multinational examination of the symbolic-instrumental framework of consumer-brand identification

Walking a tightrope: the joint impact of customer and within-firm boundary spanning activities on perceived customer satisfaction and team performance

The Diffusion of Market Orientation Throughout the Organization: A Social Learning Theory Perspective

Know Your Customer: How Salesperson Perceptions of Customer Relationship Quality Form and Influence Account Profitability

Leveraging Frontline Employees’ Small Data and Firm-Level Big Data in Frontline Management: An Absorptive Capacity Perspective

Why Salespeople Avoid Big-Whale Sales Opportunities

A Meta-Analysis of Relationships Linking Employee Satisfaction to Customer Responses

Salesperson Dual Agency in Price Negotiations

Intrafunctional Competitive Intelligence and Sales Performance: A Social Network Perspective

On salesperson judgment and decision making

The sales-marketing integration gap: a social identity approach

When it pays to have a friend on the inside: contingent effects of buyer advocacy on B2B suppliers

The performance impact of marketing dualities: a response surface approach to resolving empirical challenges

Why Are Some Salespeople Better at Adapting to Organizational Change?

Extrinsic versus intrinsic approaches to managing a multi-brand salesforce: when and how do they work?

The Impact of Mergers and Acquisitions on the Sales Force

Effects of channel members’ customer-centric structures on supplier performance

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