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Many sales organizations use traditional control systems such as agency theory, which entails motivating salespeople using rewards and punishments, as if they are mechanical beings that are devoid of emotions and spirit. Research shows that such control leads to dissatisfied customers, disengaged salespeople and poor organizational reputation. The purpose of this study is to present governance based on workplace spirituality as an alternative approach, wherein salespeople’s emotional and spiritual development is given primary importance. This is proposed to result in favorable performance and behaviors in alignment with organizational and customer goals.

The study builds a conceptual model from an extended literature review.

The developed conceptual model for workplace spirituality-based governance in sales organization consists of organizational structural factors, such as control and reward systems, as antecedents of psychological experiences of workplace spirituality in salespeople. These experiences are then proposed to result in salespeople’s increased customer orientation and objective performance, with organizational commitment as a mediator.

The study has implications for organizations that govern salespeople by fiddling constantly with their salespeople’s incentive plans but find that most of these changes have little effect. The study proposes that companies will have more satisfied customers and successful salespeople, if they manage their salespeople’s emotional and spiritual side.

This study is the first to devise a governance system in selling organizations that is based on workplace spirituality.

Research regarding the quality of e-tailers’ service during product returns is sparse and the little that has been performed treats returns as recovery from failure. However, that view is outdated. E-tailers' product return practices have substantially evolved and customers' return behavior has considerably increased, in turn, influencing expectations of customers. Thus, a need arises to revise the understanding of how customers evaluate the quality of e-tailers' service during product returns. This study conceptualizes customer-perceived e-return service quality, identifies e-return's current dimensions, and offers directions for measurement.

This study is conducted in two stages. The first stage follows an abductive approach, with a continuous back-and-forth movement between existing theory and two qualitative data sets to identify the dimensions of e-return service quality. Scale development process is started in the second stage to offer directions for measurement based on the empirically grounded dimensions.

The conceptualization of e-return service quality identifies six dimensions: (1) owning of responsibility, (2) return convenience, (3) return remedies, (4) service team support, (5) site's return friendliness, and (6) returns diligence. The factor analysis supports the six-factor solution that can be employed for developing a valid scale in future.

The study suggests that e-tailers who are looking to differentiate themselves through superior e-return service quality should focus on customizing their service through excellent performance on these dimensions.

The paper updates and refines the understanding of service quality in the context of product returns service provided by e-tailers and thus offers a novel contribution.

Considering recent changes in sales practices, such as the sales role becoming more strategic, increased reliance on technology for sales activities, increased stress from adding technological responsibilities to the sales role and decreased avenues of social support (such as traditional forms of community) to cope with work-related stressors, there is a need to reconsider Verbeke et al.’s (2011) classification scheme of determinants of sales performance, which was based on literature published before these critical changes became apparent. This paper aims to conduct a systematic review of sales performance research published during 1983–2018 to propose an extension to Verbeke et al.’s (2011) classification.

This paper followed a systematic approach to the literature review in five sequential steps – search, selection, quality control, extraction and synthesis – as suggested by Tranfield et al. (2003). In total, 261 peer-reviewed journal papers from 36 different journals were selected for extraction and synthesis.

The findings make the following additions to the classification: strategic and nonstrategic activities as a new category, technological drivers of sales performance and job-related psychosocial factors as a broader category to replace role perceptions. Derived from the job demand–control–support model, three subcategories within the category of job-related psychosocial factors are psychological demands (encompasses role perceptions and digital-age stressors such as technostress creators), job control and work-related social support.

This paper identifies that manager’s role in facilitating technology skills, providing informal social support to remote or virtual salespeople using technology, and encouraging strategic behaviors in salespeople are future research areas having good potential. Understanding and building positive psychology aspects in salespeople and their effect on sales performance is another promising area.

Newly added technological drivers draw the attention of sales firms toward the influence of technology and its skilful usage on salesperson performance. Newly added strategic activities makes a case for the importance of strategic participation in salesperson performance.

This review extends Verbeke et al.’s (2011) classification scheme to include recent changes that sales profession and literature have undergone.

The purpose of this paper is to use the perspective of ego to investigate the spirituality of a salesperson and its influence on customer orientation and adaptive selling behavior. Meaningful work is proposed as a mediator.

Cross-sectional data were collected from 218 insurance salespeople in India. Bootstrap with SEM was used to test mediation.

The paper finds that there is full mediation through meaningful work on both the outcome behaviors.

The findings will encourage researchers to link various salesperson outcomes such as ethical sales behavior, salesperson service behavior, and so on to spirituality.

The findings can provide some relevant inputs for sales leadership actions aimed at facilitating employees’ spiritual experiences.

This is among the first few studies, as what the authors believe, in the sales literature to find out that spirituality and sales job not only can co-exist, but they do complement each other.

To address service failure issues, scholars have recognized several service recovery (SR) mechanisms. However, there exist many barriers that retard an effective SR process, and those often lead to negative consequences. Although this is a generic problem applicable across markets, it becomes critical in B2B markets, as they deal with high impact and corporate customers. The purpose of this paper is to identify these SR barriers in B2B markets and explore their linkages toward identifying the key driving barriers.

A four-phased methodology to address this call in the IT services industry was used. First, the identification phase led to the selection of 27 barriers based on literature. Second, in the prioritization phase, 12 salient barriers were prioritized with the help of an expert panel. Third, in the modelling phase, the total interpretive structural modelling (TISM) technique was used to examine the mutual influences among these barriers toward modelling their linkages using a digraph. Finally, in the classification phase, these barriers were graphically plotted and classified into four quadrants based on their dependence and driving powers by using Matriced Impacts Croisés Multiplication Appliquée á un Classement (MICMAC) analysis.

Two strategic barriers, namely, technology obsolescence and poor top management commitment, presented the strongest challenges against effective SR, as they were least dependent on other barriers and exerted strong influence over the operational barriers to executing SR.

Because the strategic level barriers, exerting strong influence against effective SR, arise from the strategic choices of board and the C-suite, this paper helps them anticipate the recovery-related after effects of their choices, thus helping them in making better decisions.

This paper contributes to research as it is first of its kind to explore and link SR barriers in B2B markets.

Recent survey data suggest that salespeople's organisational deviant behaviours such as fudging an expense report, putting off work-related duties to attend to personal things etc. are growing uncontrollably out in the field. Directed towards the goal of mitigating these behaviours, this research attempts to apply the novel perspective of workplace spirituality. Jurkiewicz and Giacalone's value framework of workplace spirituality which consists of ten values (benevolence, generativity, humanism, integrity, justice, mutuality, receptivity, respect, responsibility and trust) is used to propose the theoretical linkages with salespeople's organisational deviant behaviours. The paper concludes with directions for further research, managerial implications and teaching implications.

The paper is a conceptual work, which derives research propositions from an extended literature review.

It is proposed that the ten values (benevolence, generativity, humanism, integrity, justice, mutuality, receptivity, respect, responsibility and trust) of value framework of workplace spirituality negatively affect salespeople's organizational deviant behaviours.

Future research can extend the conceptual framework to salespeople's interpersonal and frontline deviant behaviours.

First, this paper attempts to help sales managers to fight out the epidemic of deviant behaviours by suggesting that adopting workplace spirituality could reduce salespeople's organisational deviant behaviours. Second, by proposing negative effect on organisational deviant behaviours, this paper extends the list of potential benefits of workplace spirituality in sales organisation to suggest that adopting workplace spirituality could be a sound sales strategy.

This is the first study in marketing literature which attempts to integrate workplace spirituality and salespeople's negative (deviant) behaviours.

This study aims to identify factors affecting generation Z as the early adopters of mobile commerce (m-commerce). The research seeks to explore their behavioral intention to adopt m-commerce in India with consideration of gender differences while providing empirical validation for the theory of planned behavior (TPB).

In this study, a modified TPB model has been used to explain generation Z’s intention to adopt m-commerce. The proposed model was tested using a survey method with a sample of 245 students from a private university in Northern India. Subgroup analysis was performed to find gender differences in the process of adopting m-commerce.

All three independent constructs have a positive influence on the behavioral intention of generation Z to adopt m-commerce. Further, the male subgroup has a lower beta value for attitude and higher beta value for subjective norm in comparison to the female subgroup. For perceived behavioral control, no significant difference in beta value across gender could be established.

A better understanding of generation Z behavioral intentions will be of great use to telecom companies, marketers and electronic commerce companies to formulate strategies to expedite the use of m-commerce. As gender plays an important role in attitude and subjective norms, companies are advised to target their communication tactics in accordance to gender.

To the best of the authors’ knowledge, this study is one of the first to test TPB and generation Z association in the context of m-commerce adoption in India. Data regarding the difference between the two genders has also shed light on the uniqueness of the context.

The learning outcomes of this case are in understanding core concepts of brand management and brand dilution. Assessment of macro-economic risks and proper positioning strategies are the key take-away from this case. The case gives an understanding of how brands are built and positioned, and the pitfalls of poor brand planning and assessment that could lead to brand dilution. The case is useful for highlighting the importance of brand management and the challenges of re-positioning. The discussions would shed light on why it is important to plan and manage spending on marketing for brand building activities, and why brands would suffer when spending is reduced. This case is a teaching case and not a research case. It will help participants assimilate available information in combination with existing academic theories and publications to help develop an accurate assessment and prognosis of the events leading until the point of slicing the case.

Reid & Taylor in 2015 had been reduced to a discounter brand offering extended end-of-season sales when most other competitors have ended their promotions. In the 17 years since its big-budget launch in the Indian market in one of the most memorable brand introductions, Reid & Taylor changed its ambassador twice and repositioned itself thrice. The case would allow participants to delve deeper into aspects of marketing spending, brand management, positioning and advertising effectiveness. The case brings to the fore discussions on marketing, specifically on branding, positioning and its related advertising in the textile sector for a brand that has not been studied in academic literature until the present time. The discussion allows for novelty, involving both forward- and backward-looking assessments and evaluations to help participants better imbibe learnings in brand management and positioning.

The case is suitable for a graduate-level (Master’s level) course in marketing and brand management. This case is suitable for elective courses that discuss positioning and brands.

Teaching notes are available for educators only.

CSS 8: Marketing

The purpose of this paper is to develop a workflow for design and fabrication of customized surgical guides (CSGs) for placement of the bidirectional extraoral distraction instruments (EDIs) in bilateral mandibular distraction osteogenesis (MDO) surgery to treat the bilateral temporomandibular joint ankylosis with zero mouth opening.

The comprehensive workflow consists of six steps: medical imaging; virtual surgical planning (VSP); computer aided design; rapid prototyping (RP); functional testing of CSGs and mock surgery; and clinical application. Fused deposition modeling, an RP process was used to fabricate CSGs in acrylonitrile butadiene styrene material. Finally, mandibular reconstruction with MDO was performed successfully using RP-assisted CSGs.

Design and development of CSGs prior to the actual MDO surgery improves accuracy, reduces operation time and decreases patient morbidity, hence improving the quality of surgery. Manufacturing of CSG is easy using RP to transfer VSP into the actual surgery.

This study describes an RP-assisted CSGs fabrication for exact finding of both; osteotomy site and drilling location to fix EDI’s pins accurately in the mandible; for accurate osteotomy and placement of the bidirectional EDIs in MDO surgery to achieve accurate distraction.