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Although a strong culture has been widely acknowledged as a defining characteristic of successful firms, past research has failed to examine the influence it exerts on the attitudes and behavior of salespeople. In a two-sample study, we measure culture strength and explore its relationship to value congruity and to three sales force outcomes that define the sales management research tradition: role stress, organizational commitment, and job satisfaction. Within the contexts of the sales subculture of a Fortune 500 firm (Study 1) and specialized sales organizations (Study 2), the results reveal a compelling portrait of the forces that shape salesperson-culture fit. Specifically, the results of both studies indicate that a strong culture leads to higher levels of value congruity, job satisfaction, and organizational commitment, and lower levels of role stress. Key implications are highlighted for sales managers and for researchers. [ABSTRACT FROM AUTHOR]

The article examines the salesforce subculture of an organization. It provides the definition of key concepts. It also mentions about the process presented in managing a salesforce culture. The concept of organization culture has received a great deal of attention in both academic and practitioner oriented literature. However, considerably less effort has been directed at addressing organization subcultures.

This article focuses on the authors' experience with a little- used quality of spreadsheets-the ability to construct spatial models. The article follows the development of a Web page layout model for classroom use. The model presents students with the problem of balancing out value of position, color, movement and other input factors in developing overall Web page strategy. [ABSTRACT FROM PUBLISHER]

Business education programs labeled as “non-traditional” continue to grow in importance and popularity and have accordingly continued to receive attention in the business educational literature. Generally lost in this literature, however, is the perception of business students regarding these programs. The purpose of our study was to examine student perceptions of non-traditional programs and to uncover the major latent themes regarding a variety of issues related to these programs. Our findings suggest that business students consider non-traditional education as a viable option to traditional education. However, respondents also voiced a number of disadvantages of non-traditional programs such as cost, external validity of degrees, and impersonalized learning environment. Implications for educators and/or administrators are offered. [ABSTRACT FROM PUBLISHER]

Investigates the factors that affect how retailers in a border zone manage the elements of the retail trade mix with respect to foreign national consumers. Effects of competition from foreign retailers and currency devaluation on variables of the retail mix; Impact of devaluation perception on the retail competition from foreign retailers.

To date, no attempt has been made to advance a common perspective from which to classify existing theories of retail evolution and to offer direction for future theory development. The focus from which our framework is advanced is that of the existing retail institutional marketplace. Through their reluctance/inability to change, existing retail institutions provide opportunities for innovative retail forms to originate and prosper. A unifying perspective from which to view theories of retail change is that of open system inquiry. The relationship between theories of retail change and system inquiry offers a number of opportunities to advance the application of retail theory development. A frequent criticism advanced towards theories of retail change, that they are context dependent, could thus be overcome. Future theory development with regard to retail change might be served by explicitly recognizing the relevance of the existing retail institutions' inquiring system processes relative to a given change agent. Further, the focus upon existing retail institutions as a vital component of retail change development formally recognizes the need for this perspective in future research. [ABSTRACT FROM AUTHOR]