Kevin L. Webb

Bio: Kevin L. Webb is an academic researcher from James Madison University. The author has contributed to research in topics: Teamwork & Team composition. The author has an hindex of 3, co-authored 3 publications receiving 143 citations.

Interorganizational Ethical Conflict within Alliances: A Conceptual Framework and Research Propositions

Abstract: Differences in organizational culture between alliance partners have consistently been shown to negatively affect the performance of strategic alliances. This paper enriches researchers' and managers' understanding of the impact of organizational culture on alliances by considering ways in which the organizational culture of alliance partners may differ from an ethical perspective. The discussion reveals different ways in which alliance partners may differ with respect to each partner's ethical orientation and level of moral development and how ethical differences between alliance partners can impact alliance performance and important relational outcomes. In addition, the paper also suggests that not all types of ethical similarity are beneficial to alliance performance.

Drivers and Technology-Related Obstacles in Moving to Multichannel Retailing

Abstract: Multichannel retailing has emerged as a key strategic issue for most retailers Yet, while there are many drivers associated with retailers' going multichannel, so too are there technology-related obstacles By using a multicase approach to understand the key drivers and technology-related obstacles associated with retailers' moving to multichannel retailing, our study makes two key contributions First, we extend prior theory by providing novel empirical insights into the main drivers underpinning retailers' use of a multichannel strategy We find that meeting customer needs and increasing sales are the primary drivers behind retailers' use of the strategy, although there is diversity in the way retailers respond to these motives Second, we provide empirical support for a proposed theoretical framework that summarizes the key technology-related obstacles retailers encounter, by stage of implementation, when going multichannel The framework reveals that retailers face technology-related obstacles when i

Customer knowledge creation capability and performance in sales teams

Abstract: Drawing on substitutes for leadership theory, this study examines the relationship between a sales team manager’s empowering leadership and his or her sales team’s customer knowledge creation capability. The authors develop and test a model that positions task interdependence, outcome interdependence, and their interactions as substitutes for empowering leadership. Further, the authors explore two perspectives of team-level performance—customer relationship performance and financial performance—as consequences of a sales team’s customer knowledge creation capability. Using matched data collected from sales team managers and sales team members, the authors find general support for their hypotheses. The study finds that a sales manager’s empowering leadership has a positive effect on a sales team’s customer knowledge creation capability. However, the results also suggest that the positive effect of empowering leadership on a sales team’s customer knowledge creation capability is mitigated when either outcome interdependence or both task and outcome interdependence are high. Further, as outcome interdependence and the interaction between task and outcome interdependence increases, a sales team’s customer knowledge creation capability also increases, which suggests that outcome interdependence and the combination of task and outcome interdependence replaces the role of empowering leadership. The study also finds that the greater a sales team’s customer knowledge creation capability is, the higher its customer relationship performance and sales team financial performance will be. Implications for customer knowledge creation in sales teams in the presence and absence of empowering leadership are discussed.

Cross-selling performance in complex selling contexts: An examination of supervisory- and compensation-based controls

Abstract: Although cross-selling offers significant benefits for both vendors and customers, three-quarters of all cross-selling initiatives fail, typically for sales force–related reasons. Prior research examining the antecedents of salespeople's product adoption has not yet shown whether or under which conditions such adoption behavior leads to better salesperson cross-selling performance. The authors develop a model of the role of supervisory behavior, compensation-based controls, and their interactions in enhancing the effect of salespeople's adoption behavior on cross-selling performance in a complex selling context. To test the model, the authors use a matched, multilevel data set from company records and surveys of salespeople and sales managers working in a biotech firm. The analysis shows that transformational leadership enhances the effect of salespeople's product portfolio adoption on cross-selling performance, whereas transactional leadership diminishes the effect. Furthermore, the effect of leadership ...

Team Self-Managing Behaviors and Team Effectiveness: The Moderating Effect of Task Routineness

Abstract: This study investigates the role of team members’ self-managing behaviors in regard to three dimensions of team effectiveness. Furthermore, this study examines the moderating effect of task routine...