https://link.springer.com/content/pdf/10.2307%2F3343168.pdf

Development as Freedom

行銷硏究 : Marketing research

Mind, Self and Society from the Standpoint of a Social Behaviorist

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Research methods in social relations

The World is Flat: A Brief History of the Twenty-First Century Thomas L. Friedman Farrar, Straus and Giroux, 2005 Thomas Friedman is a widely-acclaimed journalist, foreign affairs columnist for the New York Times, and author of four best-selling books that include From Beirut to Jerusalem (1989). His eminence as a journalist is clearly demonstrated in the way he prepared for The World is Flat. He traveled throughout the world, interviewing in depth the political and business leaders who have the most direct, hands-on knowledge of the truly incredible developments occurring in the business structures and technology of globalization. Only a journalist who moves freely at the highest levels could interview the likes of Sir John Rose, the chief executive of Rolls-Royce; Nobuyuki Idei, the chairman of Sony; Richard Koo, the chief economist for the Nomura Research Institute; Bill Gates of Microsoft; Wee Theng Tan, the president of Intel China; David Baltimore, president of Caltech; Howard Schultz, founder and chairman of Starbucks; Nandan Nilekani, CEO of Infosys in Bangalore - and many others, each of whom gave him the inside story of how, specifically, the barriers of time and space separating economies, workforces, sources of capital, and technical abilities are crumbling. The result of this unfolding story, already far along but with much farther to go, according to Friedman, is that "the world is flat." With some notable exceptions in sub-Saharan Africa and the Islamic swathe, everything is connected with everything else on a horizontal basis, with distance and erstwhile time-lags no longer mattering. Friedman describes in detail the galloping globalization that has unfolded in even so limited a time as the past five years. Under the impetus of a worldwide network of interconnectivity, the world economy is much-changed from what it was at the turn of the century a mere half-decade ago. Friedman quotes the CEO of India's Infosys: "What happened over the last [few] years is that there was a massive investment in technology, especially in the bubble era, when hundreds of millions of dollars were invested in putting broadband connectivity around the world, undersea cables," while (Friedman paraphrases him) "computers became cheaper and dispersed all over the world, and there was an explosion of software - e-mail, search engines like Google, and proprietary software that can chop up any piece of work and send one part to Boston, one part to Bangalore, and one part to Beijing...." Microprocessors today have 410 million transistors compared to the 2800 they had in 1971. And now, "wireless is what will allow you to take everything that has been digitized, made virtual and personal, and do it from anywhere." The effect on productivity is revolutionary: "It now takes Boeing eleven days to build a 737, down from twenty-eight days just a few years ago. Boeing will build the next generation of planes in three days, because all the parts are computer-designed for assembly." The most strikingly informative aspect of this book, however, is not about technology. Most especially, Friedman explores the rapidly evolving global business systems, each constantly regenerating itself to keep ahead of the others. These are systems that span the continents seeking the lowest-cost providers of everything from expert scientific and engineering work to the lowliest grunt work. Friedman points out that India produces 70,000 accounting graduates each year - and that they are willing to start at $100 a month. It is no wonder that Boeing employs 800 Russian scientists and engineers for passenger-plane design when "a U.S. aeronautical engineer costs $120 per design hour, a Russian costs about one-third of that." Friedman describes a call center in India where outbound callers sell "everything from credit cards to phone minutes," while operators taking inbound calls do "everything from tracing lost luggage for U.S. and European airline passengers to solving computer problems for confused American consumers. …

The World Is Flat: A Brief History of the Twenty-First Century

The explosive growth in the use of social media has evoked a “gold rush”–like response from organizations. However, firms in general, and salespeople in particular, are uncertain about the fit between social media tools and their overall sales strategy. To address this issue, we advance a theoretical framework to explain the mechanisms through which salespeople’s use of social media operates to create value, and propose a strategic approach to social media use to achieve competitive goals. We draw on the existing literature on relationship marketing, task–technology fit theory, and sales service behavior to sketch a social media strategy for business-to-business sales organizations with relational selling objectives. The proposed framework describes how social media tools can help salespeople perform service behaviors leading to value creation.

Bringing “Social” Into Sales: The Impact of Salespeople’S Social Media Use on Service Behaviors and Value Creation

This article is a summarizing review on religiosity and consumer behavior. Review findings from marketing literature indicate that religiosity influences consumer outcomes like materialism, intoler...

Religiosity and consumer behavior: a summarizing review

Purpose – The purpose of this paper is to investigate the moderating effects of selling experience on the relationship between job satisfaction and sales performance, customer orientation and sales performance, and adaptive selling behaviors and sales performance, taking the context of B2B insurance sellingDesign/methodology/approach – Using a sample of 380 business‐to‐business insurance salespersons from an emerging market (India) to validate their model, the authors tested several hypotheses using structural equation modeling (SEM)Findings – The results suggest that experience works with customer‐oriented selling in making the more experienced salespersons better performers It was also found that for less experienced salespersons, the impact of job satisfaction on performance is weaker than for more experienced salespersons In addition, it was found that more experienced salespersons' performance is better explained using job satisfaction and customer‐oriented selling rather than their adaptive sell

The impact of job satisfaction, adaptive selling behaviors and customer orientation on salesperson's performance: exploring the moderating role of selling experience

Ramendra Singh

Papers

Bringing “Social” Into Sales: The Impact of Salespeople’S Social Media Use on Service Behaviors and Value Creation

Religiosity and consumer behavior: a summarizing review

The impact of job satisfaction, adaptive selling behaviors and customer orientation on salesperson's performance: exploring the moderating role of selling experience

Does my structural model represent the real phenomenon?: a review of the appropriate use of Structural Equation Modelling (SEM) model fit indices

Does salesperson's customer orientation create value in B2B relationships? Empirical evidence from India