How sales managers control unethical sales force behavior

Journal of Business Ethics · 1992 · Volume 11 · Issue 10

Abstract

Researchers have studied marketing ethics from several perspectives. Few studies, however, have analyzed supervisory reactions to unethical behavior by salespeople. The results of this study using a 2 × 3 factorial design showed that the performance level of the salesperson and the consequences of the salesperson's actions influenced some types of discipline used by a sample of 246 sales managers. The findings both support and contradict prior research on how sales managers respond to unethical sales force behavior.

Keywords

Economic Growth, Marketing, Factorial Design, Performance Level, Unethical Behavior

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