The key objective of this research is to test the effect of trust based on cognition and affection aspect, regard to 3 main issues as psychological differences, sale manager's marketing experience and sale manager's education level on perceived relationship effectiveness, dysfunctional conflict and functional conflict. The methodology based on descriptive researches and main tool for gathering data was questionnaire which distributed random between sale managers of FMCG industry. Partial Least Squares was used for analyzing the data and estimate the structural method. Results show that two aspects of interpersonal Trust (Affect-based and Cognition-based) have a positive effect on perceived relationship effectiveness. Also interpersonal trus...
The basic differences between marketing managers and their technically trained counterpart managers ...
This paper examines how the power of the Sales unit (department), and the dependence of Marketing Ma...
The basic differences between marketing managers and their technically trained counterpart managers ...
Purpose ��� The key objective of this research is to test how two trust dimensions (cognition-based ...
Purpose – The primary objective of this research is to test a model examining interpersonal trust be...
This study examines three trust-building processes and outcomes in sales manager-salesperson relatio...
Cooperation assumes an increasingly important role in sales research and is recognized as a critical...
Purpose: This paper seeks to explore drivers and consequences of customer trust in the salesperson i...
Metadata onlyThe purpose of this paper is to develop and test a model of the factors that explain th...
Social psychologists conceptualize trust in a manner that differs from conceptualizations used by ma...
Purpose: This research aims to discover the effect of interpersonal factors on seller\u27s trust to ...
The purpose of this paper is to examine affective trust and cognitive trust and their effects on bus...
The purpose of this paper is to examine affective trust and cognitive trust and their effects on bus...
The basic differences between marketing managers and their technically trained counterpart managers ...
With the ongoing changes in the way buyer and seller communicate, organizations are concentrating on...
The basic differences between marketing managers and their technically trained counterpart managers ...
This paper examines how the power of the Sales unit (department), and the dependence of Marketing Ma...
The basic differences between marketing managers and their technically trained counterpart managers ...
Purpose ��� The key objective of this research is to test how two trust dimensions (cognition-based ...
Purpose – The primary objective of this research is to test a model examining interpersonal trust be...
This study examines three trust-building processes and outcomes in sales manager-salesperson relatio...
Cooperation assumes an increasingly important role in sales research and is recognized as a critical...
Purpose: This paper seeks to explore drivers and consequences of customer trust in the salesperson i...
Metadata onlyThe purpose of this paper is to develop and test a model of the factors that explain th...
Social psychologists conceptualize trust in a manner that differs from conceptualizations used by ma...
Purpose: This research aims to discover the effect of interpersonal factors on seller\u27s trust to ...
The purpose of this paper is to examine affective trust and cognitive trust and their effects on bus...
The purpose of this paper is to examine affective trust and cognitive trust and their effects on bus...
The basic differences between marketing managers and their technically trained counterpart managers ...
With the ongoing changes in the way buyer and seller communicate, organizations are concentrating on...
The basic differences between marketing managers and their technically trained counterpart managers ...
This paper examines how the power of the Sales unit (department), and the dependence of Marketing Ma...
The basic differences between marketing managers and their technically trained counterpart managers ...