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Search Results: 1 - 10 of 2984 matches for " Danny Pimentel;Claro "
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Managing trust relationships: calculative, affective, belief and performance
Claro, Danny Pimentel;Claro, Priscila B. Oliveira;
BAR. Brazilian Administration Review , 2008, DOI: 10.1590/S1807-76922008000400004
Abstract: there is an ongoing concern among managers and scholars: how can firms develop trust and achieve performance? our paper aims to review the emerging perspective of trust and propose mechanisms to build trust in channel relationships. in the literature, we identified six mechanisms: calculative, affective, belief, embeddedness, continuity and capability. a central hypothesis focuses on the direct impact of these mechanisms on firm performance. we conducted a survey (n=132) in the brazilian distribution market of agrochemical products. ols regression estimation was employed to test the hypothesis. results show the impact of the mechanisms of calculative, affective, belief on performance. the findings highlight that, even though environment leads to suspicion and doubts, managers seek trust relationships and try to develop them using a combination of few mechanisms to overcome difficulties and perform well.
Managing Trust Relationships: Calculative, Affective, Belief and Performance
Danny Pimentel Claro,Priscila B. Oliveira Claro
BAR. Brazilian Administration Review , 2008,
Abstract: There is an ongoing concern among managers and scholars: how can firms develop trust and achieve performance? Our paper aims to review the emerging perspective of trust and propose mechanisms to build trust in channel relationships. In the literature, we identified six mechanisms: calculative, affective, belief, embeddedness, continuity and capability. A central hypothesis focuses on the direct impact of these mechanisms on firm performance. We conducted a survey (n=132) in the Brazilian Distribution Market of agrochemical products. OLS regression estimation was employed to test the hypothesis. Results show the impact of the mechanisms of calculative, affective, belief on performance. The findings highlight that, even though environment leads to suspicion and doubts, managers seek trust relationships and try to develop them using a combination of few mechanisms to overcome difficulties and perform well.
Relationship marketing strategies: when buyer and supplier follow different strategies to achieve performance
Claro, Danny Pimentel;Claro, Priscila Borin de Oliveira;Zylbersztajn, Decio;
BAR. Brazilian Administration Review , 2005, DOI: 10.1590/S1807-76922005000200003
Abstract: relationship marketing is essential for success in business. the need to understand better the differences in the strategies buyers and suppliers follow is what has motivated this study. we drew on emerging perspectives on inter-firm governance and networks to develop a theoretical framework to understand the success of long-term relationships. we tested the framework using data from 67 merchant distributors (buyers) and 174 suppliers of theirs in the dutch potted plant and flower industry. while the most successful distributors tend to take the "hard", tangible strategy using transaction specific investments and fostering joint action, the successful suppliers take the "soft", social approach by emphasizing trust and the norm of flexibility in the relationship.
Relationship marketing strategies: when buyer and supplier follow different strategies to achieve performance
Claro, Danny Pimentel;Claro, Priscila Borin de Oliveira;Zylbersztajn, Decio;
Revista de Administra??o Contemporanea , 2005, DOI: 10.1590/S1415-65552005000600003
Abstract: relationship marketing is essential for success in business. the need to understand better the differences in the strategies buyers and suppliers follow is what has motivated this study. we drew on emerging perspectives on inter-firm governance and networks to develop a theoretical framework to understand the success of long-term relationships. we tested the framework using data from 67 merchant distributors (buyers) and 174 suppliers of theirs in the dutch potted plant and flower industry. while the most successful distributors tend to take the "hard", tangible strategy using transaction specific investments and fostering joint action, the successful suppliers take the "soft", social approach by emphasizing trust and the norm of flexibility in the relationship.
Gerenciando relacionamentos colaborativos com fornecedores
Claro, Danny Pimentel;Claro, Priscila Borin de Oliveira;
Revista de Administra??o de Empresas , 2004, DOI: 10.1590/S0034-75902004000400003
Abstract: the aim of this paper is to discuss the importance of trust and the effect of specific assets investments over collaborative relationships with suppliers, and also to discuss the moderating effect of the information network on such joint actions. as theoretical foundations, we use transaction cost economics, network perspectives and marketing. in order to verify our four hypothesis, we collected information from the wholesalers and other merchant-distributors in the dutch flower industry. the results suggest that buyers temper their specific investments to the degree of joint action according to the information that is obtained in the network. the degrees of trust, specific investments and the information from the network facilitate the coordination of a buyer-supplier relationship.
Relationship Marketing Strategies: When Buyer and Supplier Follow Different Strategies to Achieve Performance
Danny Pimentel Claro,Priscila Borin de Oliveira Claro,Decio Zylbersztajn
BAR. Brazilian Administration Review , 2005,
Abstract: Relationship marketing is essential for success in business. The need to understand better the differences in the strategies buyers and suppliers follow is what has motivated this study. We drew on emerging perspectives on inter-firm governance and networks to develop a theoretical framework to understand the success of long-term relationships. We tested the framework using data from 67 merchant distributors (buyers) and 174 suppliers of theirs in the Dutch potted plant and flower industry. While the most successful distributors tend to take the “hard”, tangible strategy using transaction specific investments and fostering joint action, the successful suppliers take the “soft”, social approach by emphasizing trust and the norm of flexibility in the relationship.
Sales managers' performance and social capital: the impact of an advice network
Claro, Danny Pimentel;Laban Neto, Sílvio Abrah?o;
BAR. Brazilian Administration Review , 2009, DOI: 10.1590/S1807-76922009000400004
Abstract: the aim of this study is to research a sales manager's social network and demonstrate that sales managers who are central in closure structures of an advice network achieve high sales performance. considering the results obtained and the discussion provided in the hypotheses presentation, we argue that sales managers must have accurate perceptions of their network. two different networks were analyzed: friendship and advice; and we also considered two different views of network structure that claim to make an impact on performance and, to explore this claim, we examined whether sales managers, in order to improve sales performance, develop either a highly cohesive network or one containing structural holes. census data was collected from over 500 personnel of an agricultural input retailer with 23 divisions. estimates from a sample of 101 sales managers demonstrated, in the advice network, how important a highly cohesive structure is to a sales manager's performance. these results suggest that firms should encourage contacts among their personnel to disseminate and share technical and commercial information. by stimulating cohesive structures of contacts for the purpose of receiving advice, firms create an environment for sales managers to develop relationships of trust in which social norms prevail.
Social networks and sales performance
Claro, Danny Pimentel;Laban Neto, Sílvio Abrah?o;
Revista de Administra??o Contemporanea , 2011, DOI: 10.1590/S1415-65552011000300008
Abstract: this paper argues that an informal network can itself be a basis for the increase in a sales manager's performance. informal networks create a structure that surpasses the formal hierarchical structure defined by the firm. we concentrated on the advice network and considered two different views of network structure that claim to have impact on performance. to explore this claim, we examined whether sales managers develop either a highly cohesive network structure (i.e. coleman's view) or one containing structural holes (i.e. burt's view) in order to achieve higher sales. we also investigated the matter of tie strength put forward by granovetter in his seminal 1973 work. census data was collected from about 500 personnel from an agricultural input retailer having 23 divisions. estimates from a sample of 101 sales managers showed the importance of a highly cohesive structure (degree centrality) for the three measures of sales manager's performance. the strong ties have a positive impact on performance, suggesting the importance of building up strong bonds with network contacts. sales managers' age, time within the retailer and education also influence performance. these results imply that firms should stimulate contacts among personnel to spread technical and commercial information.
Sales Managers’ Performance and Social Capital: the Impact of an Advice Network
Danny Pimentel Claro,Sílvio Abrah?o Laban Neto
BAR. Brazilian Administration Review , 2009,
Abstract: The aim of this study is to research a sales manager’s social network and demonstrate that sales managers who are central in closure structures of an advice network achieve high sales performance. Considering the results obtained and the discussion provided in the hypotheses presentation, we argue that sales managers must have accurate perceptions of their network. Two different networks were analyzed: friendship and advice; and we also considered two different views of network structure that claim to make an impact on performance and, to explore this claim, we examined whether sales managers, in order to improve sales performance, develop either a highly cohesive network or one containing structural holes. Census data was collected from over 500 personnel of an agricultural input retailer with 23 divisions. Estimates from a sample of 101 sales managers demonstrated, in the advice network, how important a highly cohesive structure is to a sales manager’s performance. These results suggest that firms should encourage contacts among their personnel to disseminate and share technical and commercial information. By stimulating cohesive structures of contacts for the purpose of receiving advice, firms create an environment for sales managers to develop relationships of trust in which social norms prevail.
Social Networks and Sales Performance
Danny Pimentel Claro,Sílvio Abrah?o Laban Neto
Revista de Administra??o Contemporanea , 2011,
Abstract: This paper argues that an informal network can itself be a basis for the increase in a sales manager’s performance. Informal networks create a structure that surpasses the formal hierarchical structure defined by the firm. We concentrated on the advice network and considered two different views of network structure that claim to have impact on performance. To explore this claim, we examined whether sales managers develop either a highly cohesive network structure (i.e. Coleman’s view) or one containing structural holes (i.e. Burt’s view) in order to achieve higher sales. We also investigated the matter of tie strength put forward by Granovetter in his seminal 1973 work. Census data was collected from about 500 personnel from an agricultural input retailer having 23 divisions. Estimates from a sample of 101 sales managers showed the importance of a highly cohesive structure (degree centrality) for the three measures of sales manager’s performance. The strong ties have a positive impact on performance, suggesting the importance of building up strong bonds with network contacts. Sales managers’ age, time within the retailer and education also influence performance. These results imply that firms should stimulate contacts among personnel to spread technical and commercial information.
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