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- Management Dynamics : Journal of the Southern African Institute for Management Scientists
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- Volume 17, Issue 3, 2008
Management Dynamics : Journal of the Southern African Institute for Management Scientists - Volume 17, Issue 3, 2008
Volume 17, Issue 3, 2008
Examining the direct and some mediated relationships between perceived support and intention to quitSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 17, pp 2 –19 (2008)More Less
This study investigated: (a) the validity of a three-dimensional perceived support construct (organisational, leader, and co-worker); (b) the direct relationship between perceived support and intention to quit; (c) the indirect relationships as mediated by affective commitment, organisational citizenship behaviour and job satisfaction; and (d) the relative importance of these four constructs in predicting intention to quit. A sample of 187 bank employees participated in the study. An exploratory factor analysis confirmed the construct validity of a two-dimensional perceived support construct (leader and co-worker), which was found to be reliable and strongly negatively correlated with intention to quit (r = -0.52, p < 0.01). Baron and Kenny's (1986) procedure was used to investigate the mediated relationships. Job satisfaction, affective commitment and organisational citizenship behaviour were all found to partially mediate the relationship between perceived support and intention to quit. Of the four constructs, perceived support was found to make the strongest unique contribution in the prediction of intention to quit.
Trusting relationships : how salespeople view the quality of relationships with friends and customersAuthor Backstrom LarsSource: Management Dynamics : Journal of the Southern African Institute for Management Scientists 17, pp 20 –27 (2008)More Less
Friendships between customers and salespeople are frequently unquestioned phenomena. The marketing and sales literature suggests that the relationships between salespeople and their customers often develop into close friendships. Moreover, salespeople are often encouraged to treat customers like their best friends. What if this exhortation rests on a false premise and customers are not the same as friends?
This study sheds light on the nature of friendship between salespeople and their customers. A survey was undertaken of the sales force of a large Swedish financial services company. Contrary to the literature, salespeople do not perceive the relationship quality with customers in the same way as they view relationships with friends. Furthermore, there are significant differences between how salespeople view relationship quality between "good" and ''bad'' customers. These findings have important managerial and research implications.
Source: Management Dynamics : Journal of the Southern African Institute for Management Scientists 17, pp 28 –44 (2008)More Less
In this study a theoretical model exploring the relationship between family harmony and good corporate governance was empirically tested among Greek family businesses. The empirical results indicate that Perceived Good Governance practices are positively influenced by the Profitability of the business. There are, however, no significant relationships between the factors Family Harmony, Family Commitment and Communication and Family Trust and Respect, and the dependent variable Perceived Good Governance. The latent variable Profitability is positively influenced by Family Harmony, indicating that the more harmonious family relationships are, the more likely it is that the business will be profitable. In the same manner, the variable Family Commitment and Communication is positively influenced by both Family Harmony and by Family Trust and Respect. In other words, the more harmony and trust there is in the family, the more likely it is that the family members will have a commitment to each other and the business, characterised by effective communication.