Copyright (c) 2012 All rights reserved. http://works.bepress.com/shikhar_sarin Recent documents in Shikhar Sarin en-us Fri, 31 Aug 2012 01:35:13 PDT 3600 http://works.bepress.com/shikhar_sarin/13 http://works.bepress.com/shikhar_sarin/13 Wed, 29 Aug 2012 08:00:21 PDT This study investigates the role of supervisors in implementing changes in marketing strategy. The authors propose that perceptions of outcome-oriented supervisory actions influence salespeople's primary appraisals of a strategic change (i.e., whether the change will affect them) and that perceptions of process-oriented supervisory actions influence salespeople’s secondary appraisals (i.e., whether they can cope with the impact of the change on them). The results from a study of 828 salespeople in 204 branches of a large distributor of industrial goods provide evidence that perceived outcome risk containment and outcome reward emphasis enhance primary appraisals, whereas perceived process risk containment and process reward emphasis enhance secondary appraisals. In turn, the authors find that salespeople's primary and secondary appraisals influence their change implementation behaviors, leading to successful change implementation. Notably, they also find that (outcome and process) risk containment has a greater influence on appraisals of salespeople with a higher performance orientation, but the effects of (outcome and process) reward emphases are invariant across salespeople’s performance orientation. The findings suggest that successful implementation of strategic change may depend not merely or even primarily on giving rewards to salespeople for implementing change but also on limiting salespeople's risks and recognizing them for their change-related efforts.

]]> Shikhar Sarin et al. http://works.bepress.com/shikhar_sarin/11 http://works.bepress.com/shikhar_sarin/11 Wed, 18 Jan 2012 14:55:23 PST With 360 entries from over 500 global experts, the Encyclopedia offers one of the premier business reference sources available worldwide. Entries are arranged alphabetically within each subject volume. Each volume carries an index.

]]> Shikhar Sarin http://works.bepress.com/shikhar_sarin/10 http://works.bepress.com/shikhar_sarin/10 Wed, 05 May 2010 20:13:39 PDT Patrick L. Brockett et al. http://works.bepress.com/shikhar_sarin/9 http://works.bepress.com/shikhar_sarin/9 Wed, 05 May 2010 20:09:13 PDT Shikhar Sarin et al. http://works.bepress.com/shikhar_sarin/8 http://works.bepress.com/shikhar_sarin/8 Wed, 05 May 2010 20:06:14 PDT Stacey B. Hills et al. http://works.bepress.com/shikhar_sarin/7 http://works.bepress.com/shikhar_sarin/7 Wed, 05 May 2010 20:02:41 PDT Shikhar Sarin et al. http://works.bepress.com/shikhar_sarin/6 http://works.bepress.com/shikhar_sarin/6 Wed, 05 May 2010 19:57:41 PDT Shikhar Sarin et al. http://works.bepress.com/shikhar_sarin/5 http://works.bepress.com/shikhar_sarin/5 Wed, 05 May 2010 19:48:11 PDT Shikhar Sarin et al. http://works.bepress.com/shikhar_sarin/3 http://works.bepress.com/shikhar_sarin/3 Tue, 22 Sep 2009 15:06:37 PDT Shikhar Sarin http://works.bepress.com/shikhar_sarin/4 http://works.bepress.com/shikhar_sarin/4 Tue, 22 Sep 2009 15:06:37 PDT Shikhar Sarin et al. http://works.bepress.com/shikhar_sarin/1 http://works.bepress.com/shikhar_sarin/1 Tue, 22 Sep 2009 15:06:36 PDT In 1954, Drucker boldly declared that organizations have only two basic functions, marketing and innovation. While true for any organization, this insight is particularly pertinent for technology-based businesses. The complicated environment surrounding high-tech companies creates a great need for sophisticated marketing, yet these companies continue to have under-developed competencies in marketing and in understanding customer needs. In its first two sections, this essay explores Drucker’s insights with respect to two particularly salient issues for high-tech companies: developing and implementing a market orientation, and sustained break-through innovations. We review Drucker’s insights and synthesize them with the scholarly research on these issues. In the third section, we discuss three emerging areas in high-tech marketing where academics and managers could build on Drucker’s insight to guide future research and practice: market-driving, customer co-creation, and corporate social responsibility. The illustrative examples provided by these emerging areas highlight that even today, Drucker’s writings continue to offer remarkable guidance to scholars and managers who are willing to take the time to reflect, understand, and incorporate these insights in the unique context of high-tech industries.

]]> Shikhar Sarin et al. http://works.bepress.com/shikhar_sarin/2 http://works.bepress.com/shikhar_sarin/2 Tue, 22 Sep 2009 15:06:36 PDT Drawing upon the Path-Goal Theory of leadership, this study examines the effect of team leader characteristics on an array of conflict resolution behavior, collaboration, and communication patterns of cross-functional new product development (NPD) teams. A hierarchical linear model analysis based on a survey of 246 members from 64 NPD teams suggests that participative management style and initiation of goal structure by the team leader exert the strongest influence on internal team dynamics. Both these leadership characteristics had a positive effect on functional conflict resolution, collaboration, and communication quality within the NPD team; while discouraging dysfunctional conflict resolution and formal communications. Comparatively, team leader’s consideration, initiation of process structure, and position had a surprisingly weak effect on internal team dynamics. Further the findings underscore the differential effects on various dimensions of team dynamics, the importance of controlling for project and team characteristics, and the use of multi-level modeling for studying nested phenomena related to NPD teams. Implications of these findings are discussed.

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