ISSN 1930-0158
Vol. 8, Issue 2, 2007January 01, 2007 EDT
The Joint Influence of Control Strategies and Market Turbulence on Strategic Performance in Sales-Driven Organizations
The Joint Influence of Control Strategies and Market Turbulence on Strategic Performance in Sales-Driven Organizations
Articles in Vol. 8, Issue 2, 2007
Vol. 8, Issue 2, 2007
- From the EditorDavid D. Van Fleet
- In MemoriamHerbert ShermanDavid D. Van Fleet
- Personality, Leader-Member Exchanges, and Work OutcomesKenneth J. HarrisRanida B. HarrisDavid M. Eplion
- Kiasu Tendency and Tactics: A Study of their Impact on Task PerformanceEric G. KirbyJohn K. Ross, III
- The Role of Gender and Work Experience on Career and Work Force Diversity ExpectationsLori J. SallopSusan L. Kirby
- The Joint Influence of Control Strategies and Market Turbulence on Strategic Performance in Sales-Driven OrganizationsJames M. PappasKaren E. FlahertyC. Shane Hunt
- D & H Management and D & H Patio Homes: To Dream the Impossible Dream? Parts A & BHerbert ShermanDaniel James Rowley
Pappas, James M., Karen E. Flaherty, and C. Shane Hunt. 2007. “The Joint Influence of Control Strategies and Market Turbulence on Strategic Performance in Sales-Driven Organizations.” Journal of Behavioral and Applied Management 8 (2): 141–64. https://doi.org/10.21818/001c.16718.