Strategy type and performance: the influence of sales force management
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| 100 | 1 | $0MAPA20080233228$aSlater, Stanley F. | |
| 245 | 1 | 0 | $aStrategy type and performance: the influence of sales force management$cStanley F. Slater and Eric M. Olson |
| 520 | $aThe basic premise of the strategy implementation literature is that different business strategies require different configurations of organizational practices to achieve optimal performance. Sales force management is a key functionall activity and should contribute to the successful implementation of business strategy. In this study, the authors examine the relationship between multiple sales force management practices and performance within each of Miles and snow's (1978) strategy types. The explanatory power of the eight models tested is quite high. Thus, we find substantial support for the general proposition that the different strategy types require individualized profiles of sales force management practices for optimal effectiveness and that sales force management is important to the successful implementation of business strategy. | ||
| 650 | 1 | 1 | $0MAPA20080555061$aManagement |
| 650 | 1 | 1 | $0MAPA20080606091$aEstrategia empresarial |
| 650 | 1 | 1 | $0MAPA20080546991$aEmpresas |
| 650 | 1 | 1 | $0MAPA20080587260$aRatios financieros |
| 650 | 1 | 1 | $0MAPA20080542559$aVentas |
| 650 | 1 | 1 | $0MAPA20080602406$aMarketing estratégico |
| 650 | 1 | 1 | $0MAPA20080610708$aEstadística de muestreo |
| 700 | 1 | $0MAPA20080110673$aOlson, Eric M. | |
| 773 | 0 | $wMAP20077100307$tStrategic management journal$dChichester [etc.] : Wiley$gVol. 21, nº 8, August 2000 ; p. 813-829 |