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The impact of incentives on interfunctional relationship quality: views from a South African firm
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
2007 (English)In: Total quality management and business excellence (Online), ISSN 1478-3363, E-ISSN 1478-3371, Vol. 18, no 8, p. 901-913Article in journal (Refereed) Published
Abstract [en]

Interfunctional relations and their impact on organizational performance have long been a concern of management and marketing scholars. Similarly, the use of incentives, and how they motivate individuals toward performance, has been a perennial focus of management researchers. Curiously, the effect of incentives on interfunctional relations has not received the same attention in the literature. The research in this paper sought to discover the extent to which the incentives an organization offers its personnel are perceived as being 'fair' by different functional groupings. The results of a study are presented in which the perceptions of a large sales function of the fairness of a series of incentives are compared with those of the rest of the organization. The implications of these findings for the quality of interfunctional relationships are discussed.

Place, publisher, year, edition, pages
2007. Vol. 18, no 8, p. 901-913
National Category
Business Administration
Research subject
Industrial Marketing
Identifiers
URN: urn:nbn:se:ltu:diva-14676DOI: 10.1080/14783360701350870ISI: 000250246500006Scopus ID: 2-s2.0-35348849177Local ID: e17bb440-87c5-11dc-8a55-000ea68e967bOAI: oai:DiVA.org:ltu-14676DiVA, id: diva2:987649
Note
Validerad; 2007; 20071031 (keni)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-07-10Bibliographically approved

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Prinsloo, MélaniBäckström, LarsSalehi-Sangari, Esmail

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Citation style
  • apa
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More styles
Language
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Output format
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