By Sunil Sahadev, Keyoor Purani, Neeru Malhotra
This ebook offers present study on boundary spanning parts. The editors compile extant wisdom within the box and current a uniform narrative. past reports have usually been disseminated throughout numerous educational disciplines like companies advertising, own promoting and revenues administration and so forth. and this monograph aggregates experiences facing boundary spanning parts or has boundary spanning components on the topic of the selling functionality because the major empirical platform lower than a uniform theoretical point of view. every one bankruptcy within the e-book bargains with a tremendous study topic and synthesizes stories when it comes to boundary spanning elements.
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Additional resources for Boundary Spanning Elements and the Marketing Function in Organizations: Concepts and Empirical Studies
2012). Care and compassion through an organizational lens: Opening up new possibilities. Academy of Management Review, 37(4), 503–523. , & Hoel, H. (2011). Organizational causes of workplace bullying. In S. Einarsen, H. Hoel, D. Zapf, & C. L. ), Bullying and harassment in the workplace (pp. 227–244). London: Taylor & Francis. , & Cullen, J. B. (2012). Ethical climates and their effects on organizational outcomes: Implications from the past and prophecies for the future. Academy of Management Perspectives, 26(4), 20–34.
Noronha, E. (2010b). Protecting my interests: HRM and targets’ coping with workplace bullying. The Qualitative Report, 15(3), 507–534. , & Noronha, E. (2010c). Employee dilemmas in the Indian ITES-BPO sector. In J. Messenger & N. ), Remote work and global sourcing (pp. 60–100). Basingstoke/Geneva: ILO/Palgrave Macmillan. , & Noronha, E. (2013a). Navigating the extended reach: Target experiences of cyberbullying at work. Information and Organization, 23(4), 324–343. , & Noronha, E. (2013b). Ambivalence: Employee response to depersonalized bullying at work.
In summary, it is conceivable that a theoretically viable negative relationship between burnout and job performance could be masked by institutional expectations and a collectivist sense of responsibility. Worth ethics and social norms associated with a collectivist culture may not motivate a burned out frontline employee to individually perform. Although burnout plays no role in adversely affecting job performance, this finding still has important managerial implications. Given that service excellence and high performance work practices are a priority in this focal bank under study (Gibbs and Ashill 2013); there are institutional and professional standards that need to be upheld regardless of the intensity of an FLE’s state of emotional exhaustion.
Boundary Spanning Elements and the Marketing Function in Organizations: Concepts and Empirical Studies by Sunil Sahadev, Keyoor Purani, Neeru Malhotra