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An Exploratory Study of Reciprocal Trust between Sales Managers and Salespersons
Rosemary R. Lagace
The Journal of Personal Selling and Sales Management
Vol. 11, No. 2 (Spring, 1991), pp. 49-58
Published by: Taylor & Francis, Ltd.
Stable URL: http://www.jstor.org/stable/40472020
Page Count: 10
You can always find the topics here!Topics: Sales management, Trust, Dyadic relations, Sales personnel, Marketing, Personal selling, Job satisfaction, Job performance evaluation, Dyadics, Role conflict
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Reciprocal trust between sales managers and salespeople was studied. The level of trust is high for both managers and salespersons. Similarity coefficients suggest convergence of opinion regarding reciprocal trust between the two dyadic parties. Levels of high/low reciprocal trust impact several traditional sales variables for both the salesperson and the manager. Implications and future research areas are suggested.
The Journal of Personal Selling and Sales Management © 1991 Taylor & Francis, Ltd.