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Article
Publication date: 24 June 2021

Betsy D. Gelb, Joanna Pishko and Carl Herman

This study aims to explore a previously unidentified antecedent of remaining in selling rather than leaving the field. That antecedent is “love of selling”: prioritizing intrinsic…

461

Abstract

Purpose

This study aims to explore a previously unidentified antecedent of remaining in selling rather than leaving the field. That antecedent is “love of selling”: prioritizing intrinsic rewards over those that are extrinsic.

Design/methodology/approach

The differences between those with each of those priorities are explored here in a survey of 348 salespeople, both inside and outside, and also qualitative interviews with a 20-person subset.

Findings

Comparing salespeople who select on a questionnaire the option that they “love selling” vs respondents who primarily enjoy its payoffs, the authors find the former group significantly less likely to say they would leave the selling field if they could get another job that pays as well. They are significantly more likely to rate their own selling skills highly, but sales results between the two groups do not differ. Telephone interviews asking what their company does to reinforce love of selling, and what it could do, elicit comments on support – but also on administrative dissatisfiers.

Practical implications

Organizations benefit from encouraging a love of selling and can do so by training, by management efforts to build confidence, by emphasizing challenge and by reducing administrative barriers to enjoying the selling experience.

Originality/value

This is the first study to identify “love of selling” as a characteristic of salespeople that managers will want to understand and foster.

Details

Journal of Business Strategy, vol. 43 no. 5
Type: Research Article
ISSN: 0275-6668

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Article
Publication date: 9 January 2009

Michael Jackson

To consider anew the classic debate between Herman Finer and Carl Friedrich in the history of public administration that has shaped both the theory and practice of government…

4292

Abstract

Purpose

To consider anew the classic debate between Herman Finer and Carl Friedrich in the history of public administration that has shaped both the theory and practice of government since the 1940s in much of the Western world, and in other parts of the world influenced by the Western example.

Design/methodology/approach

A study of the original contribution of both Finer and Friedrich in their own times, which is then put into the current context of reducing the size of government.

Findings

The central argument is a distinction between accountability which means obeying orders and responsibility which means acting on a judgment of the greater good.

Originality/value

The paper reminds readers that accountability to a minister and responsibility to the public good may not always coincide.

Details

Journal of Management History, vol. 15 no. 1
Type: Research Article
ISSN: 1751-1348

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Available. Content available
Book part
Publication date: 9 March 2022

Piero Formica

Free Access. Free Access

Abstract

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Ideators
Type: Book
ISBN: 978-1-80262-830-2

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Article
Publication date: 1 March 2014

Bonnie J. Johnson

Over 100 years ago, the bureaucratic compact and five professions were established: city/county management, city planning, civil engineering, landscape architecture, and…

529

Abstract

Over 100 years ago, the bureaucratic compact and five professions were established: city/county management, city planning, civil engineering, landscape architecture, and architecture. In exchange for merit employment and independence from politics, these professions offered expertise and related values. To understand those values and changes in the compact from the 1900s to today, codes of ethics from the five professions were examined. Anticipated changes were a movement from traditional public values to business values including New Public Management. However, findings show traditional values persisting over time (e.g. public interest), but not many New Public Management values (e.g. innovation). Modern values do appear and expand professionalsʼ responsibilities into environmental protection, sustainability, and human rights, which influence what these professions offer as they seek to uphold their end of the bureaucratic compact.

Details

International Journal of Organization Theory & Behavior, vol. 17 no. 4
Type: Research Article
ISSN: 1093-4537

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Article
Publication date: 9 August 2011

Brian K. Kooy

95

Abstract

Details

Reference Reviews, vol. 25 no. 6
Type: Research Article
ISSN: 0950-4125

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Available. Content available
Article
Publication date: 9 January 2009

David Lamond

527

Abstract

Details

Journal of Management History, vol. 15 no. 1
Type: Research Article
ISSN: 1751-1348

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Article
Publication date: 1 September 1999

Thomas J. Hench

This study examines the nature of emergent, self‐organizing systems in the context of the history of Herman Miller, Inc. This history informs our understanding of emergent systems…

1385

Abstract

This study examines the nature of emergent, self‐organizing systems in the context of the history of Herman Miller, Inc. This history informs our understanding of emergent systems on two levels: how the dynamic of emergent self‐organization informs our sense of the past; and how it informs our understanding of an emergent, self‐organizing future. This article also recounts a critical period in the development history of Herman Miller, Inc.

Details

Journal of Management History, vol. 5 no. 6
Type: Research Article
ISSN: 1355-252X

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Black Mixed-Race Men
Type: Book
ISBN: 978-1-78756-531-9

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Book part
Publication date: 5 December 2013

Tiffany Schroeder

This chapter explores the transformation that occurs during an Appreciative Inquiry (AI) summit through the lens of Rogerian client-centered therapy. The client-centered approach…

Abstract

This chapter explores the transformation that occurs during an Appreciative Inquiry (AI) summit through the lens of Rogerian client-centered therapy. The client-centered approach stems from the work of Carl Rogers, who theorized that humans have a tendency toward self-actualization, or that they can be trusted to move constructively toward the fulfillment of their inherent potential. According to Rogers, a client-centered therapeutic approach enables an individual to radically alter the self-concept and achieve transformational change, but only when six specific conditions are met. When these conditions are met, the result is generativity at the individual level as the client’s world opens up with new possibilities. Starting from the assumption that individuals and higher-level human systems share common elements as open systems, the opening up of the self-structure at the individual level can be seen as similar to the system coming together in a generative way during an AI summit. Rogerian theory and AI share a common set of underlying principles, and these principles guide the similar approach to change at these different levels. Here, a community AI summit in Worcester, Massachusetts, is viewed through a Rogerian lens in an attempt to shed light on how these conditions might also operate in higher-level human systems aimed at enabling generativity.

Details

Organizational Generativity: The Appreciative Inquiry Summit and a Scholarship of Transformation
Type: Book
ISBN: 978-1-78190-330-8

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Article
Publication date: 1 April 1993

David Coghlan

Accepts that resistance to change by individuals in organizationsis a natural phenomenon and is an essential element in understanding anychange process. Holds that resistance has…

9046

Abstract

Accepts that resistance to change by individuals in organizations is a natural phenomenon and is an essential element in understanding any change process. Holds that resistance has its origins in both the personality and the individual′s interaction with the environment and is a dynamic activity with both cognitive and emotional elements. Understanding and dealing with individuals who are resisting change requires that they be taken seriously, listened to and understood. Discusses how the person‐centred approach of Carl Rogers, with its philosophy and emphasis on individual self‐direction in a facilitative climate, provides a valid and useful way for consultants to work with clients in this context. Anything less than a person‐centred approach leads to increased alienation and resistance.

Details

Leadership & Organization Development Journal, vol. 14 no. 4
Type: Research Article
ISSN: 0143-7739

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