{"created":"2023-05-15T14:42:10.177952+00:00","id":2323,"links":{},"metadata":{"_buckets":{"deposit":"60e96874-46fd-42e5-9219-753913667b56"},"_deposit":{"created_by":3,"id":"2323","owners":[3],"pid":{"revision_id":0,"type":"depid","value":"2323"},"status":"published"},"_oai":{"id":"oai:ksu.repo.nii.ac.jp:00002323","sets":["14:8:119"]},"author_link":["22169"],"control_number":"2323","item_10002_biblio_info_7":{"attribute_name":"書誌情報","attribute_value_mlt":[{"bibliographicIssueDates":{"bibliographicIssueDate":"2015-03","bibliographicIssueDateType":"Issued"},"bibliographicPageEnd":"57","bibliographicPageStart":"41","bibliographicVolumeNumber":"26","bibliographic_titles":[{"bibliographic_title":"京都マネジメント・レビュー"}]}]},"item_10002_description_5":{"attribute_name":"抄録","attribute_value_mlt":[{"subitem_description":"The objective of our research is to examine the relative significance of reference groups on salespersons’ performance, as compared with institutional and personal factors. Previous arguments concerning salespersons’ intentions, behavior, and performance seem to have been developed in isolation, each focusing on its original key determinant(s). Our challenge, then, is a synthesis of existing determinants of desirable sales output with our original focus on salespersons’ reference groups. Our exploratory qualitative research implies that there is no universal stimulus that directs salespeople in a desirable direction. In seemingly arbitrary ways, they value certain compensation levels, lifestyles, or sales behavior, while they interact with others to set their own codes of conduct. In other words, institutional factors may be effective to draw effort from some salespersons, but not from others. \n　We have completed a questionnaire survey of Japanese salespersons and a two-step analysis. The first step is a regression analysis to examine whether the reference group factors are comparable and compatible with institutional and personal factors. The second step is a semantic equation modeling to identify “undesirable” relationships between “desirable” consequences after integrating various dependent variables into four components through an exploratory factor analysis. Our results indicate that the existence of role models in one’s workplace increases satisfaction and self-fulfillment activities without raising perceived performance that lowers loyalty.","subitem_description_type":"Abstract"}]},"item_10002_publisher_8":{"attribute_name":"出版者","attribute_value_mlt":[{"subitem_publisher":"京都産業大学マネジメント研究会"}]},"item_10002_source_id_11":{"attribute_name":"書誌レコードID","attribute_value_mlt":[{"subitem_source_identifier":"AA1167166X","subitem_source_identifier_type":"NCID"}]},"item_10002_source_id_9":{"attribute_name":"ISSN","attribute_value_mlt":[{"subitem_source_identifier":"1347-5304","subitem_source_identifier_type":"PISSN"}]},"item_10002_version_type_20":{"attribute_name":"著者版フラグ","attribute_value_mlt":[{"subitem_version_resource":"http://purl.org/coar/version/c_970fb48d4fbd8a85","subitem_version_type":"VoR"}]},"item_creator":{"attribute_name":"著者","attribute_type":"creator","attribute_value_mlt":[{"creatorNames":[{"creatorName":"福冨, 言","creatorNameLang":"ja"},{"creatorName":"FUKUTOMI, Gen","creatorNameLang":"en"}],"nameIdentifiers":[{"nameIdentifier":"22169","nameIdentifierScheme":"WEKO"}]}]},"item_files":{"attribute_name":"ファイル情報","attribute_type":"file","attribute_value_mlt":[{"accessrole":"open_date","date":[{"dateType":"Available","dateValue":"2017-09-30"}],"displaytype":"detail","filename":"KMR_26_41.pdf","filesize":[{"value":"174.7 kB"}],"format":"application/pdf","licensetype":"license_note","mimetype":"application/pdf","url":{"label":"KMR_26_41.pdf","url":"https://ksu.repo.nii.ac.jp/record/2323/files/KMR_26_41.pdf"},"version_id":"ea89114f-246e-432f-bd3f-309de7e305d4"}]},"item_keyword":{"attribute_name":"キーワード","attribute_value_mlt":[{"subitem_subject":"販売員","subitem_subject_scheme":"Other"},{"subitem_subject":"販売管理","subitem_subject_scheme":"Other"},{"subitem_subject":"従業員満足","subitem_subject_scheme":"Other"},{"subitem_subject":"ロイヤルティ","subitem_subject_scheme":"Other"},{"subitem_subject":"離職意志","subitem_subject_scheme":"Other"},{"subitem_subject":"サービス水準","subitem_subject_scheme":"Other"},{"subitem_subject":"準拠集団","subitem_subject_scheme":"Other"},{"subitem_subject":"Salesperson","subitem_subject_language":"en","subitem_subject_scheme":"Other"},{"subitem_subject":"sales management","subitem_subject_language":"en","subitem_subject_scheme":"Other"},{"subitem_subject":"employee satisfaction","subitem_subject_language":"en","subitem_subject_scheme":"Other"},{"subitem_subject":"loyalty","subitem_subject_language":"en","subitem_subject_scheme":"Other"},{"subitem_subject":"turnover intention","subitem_subject_language":"en","subitem_subject_scheme":"Other"},{"subitem_subject":"service delivery","subitem_subject_language":"en","subitem_subject_scheme":"Other"},{"subitem_subject":"reference groups","subitem_subject_language":"en","subitem_subject_scheme":"Other"}]},"item_language":{"attribute_name":"言語","attribute_value_mlt":[{"subitem_language":"eng"}]},"item_resource_type":{"attribute_name":"資源タイプ","attribute_value_mlt":[{"resourcetype":"departmental bulletin paper","resourceuri":"http://purl.org/coar/resource_type/c_6501"}]},"item_title":"販売員のロイヤルティと離職意志の決定要因 : 「望ましい結果」のもつ「望ましくない帰結」を回避するために","item_titles":{"attribute_name":"タイトル","attribute_value_mlt":[{"subitem_title":"販売員のロイヤルティと離職意志の決定要因 : 「望ましい結果」のもつ「望ましくない帰結」を回避するために","subitem_title_language":"ja"},{"subitem_title":"Determinants of Sales Force Loyalty and Turnover Intention : How to Avoid an Undesirable Consequence of Their Desirable Attitude and Behavior","subitem_title_language":"en"}]},"item_type_id":"10002","owner":"3","path":["119"],"pubdate":{"attribute_name":"PubDate","attribute_value":"2017-09-30"},"publish_date":"2017-09-30","publish_status":"0","recid":"2323","relation_version_is_last":true,"title":["販売員のロイヤルティと離職意志の決定要因 : 「望ましい結果」のもつ「望ましくない帰結」を回避するために"],"weko_creator_id":"3","weko_shared_id":-1},"updated":"2023-12-11T00:38:40.552853+00:00"}