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This paper aims to identify and report the differential effects of activity control and capability control on role stressors, which subsequently affect salespeople’s job satisfaction and sales performance.

Drawing on job demands-resources (JD-R) theory, the authors defined active control and customer demandingness as the job demands and capability control as the job resource, and designed their relationship with role stressors, which are indicated as role ambiguity, role conflict and role overload. The authors enrolled a sample of 223 industrial salespeople from pharmaceutical companies. After collecting the data, the authors used structural equation modeling using AMOS to test and estimate causal relationships along with a two-step approach to examine the interaction effect. The authors have also tested the simple slope of two-way interactions. All of the measured variables were identical to those used in previous studies.

The study findings indicate that behavior-based control can be counterproductive. Reducing activity control can decrease role stress, increase job satisfaction and improve job performance; increasing capability control, however, can reduce role stress and increase job satisfaction and performance. It is also important to acknowledge the external environment of the sales context in which behavior-based control is most effective: whereas high customer demandingness and capability control are related to reduced role stress, high customer demandingness and activity control are related to increased role stress.

Sales managers should recognize that different control management regimes reinforce or mitigate salespeople’s job stressors and outcomes under specific conditions (i.e. work environments marked by higher or lower customer demandingness).

Drawing on JD-R theory, the research shows that a behavior control (i.e. activity control and capability control) has differential, and even opposite, psychological consequences.

The purpose of this study is to empirically analyze managers’ ethical judgments in supply chain management. It investigated the influence of those judgments on trust and collaboration in relationships with suppliers.

A scenario-based method was applied to measure managers’ ethical judgments using a sample of 341 data sets collected via survey. Structural equation modeling was utilized to test the proposed hypotheses associating ethical judgments with trust and collaboration in supply chains.

This study illustrates that managers’ ethical judgments in bidding/contracting, information management and inventory management significantly increase trust, which in turn increases supply chain collaboration.

The study extends our understanding of ethical judgments in the supply chain management context. Its findings on the causality among ethical judgment, trust and supply chain collaboration provide an effective approach to the management of supplier relationships.

Notwithstanding the expected apparent benefits of mobile technologies (MTs) in the hotel industry, their adoption is slower than forecasted. This study aims to identify the challenges faced by hotel managers in adopting MTs in their industry, such that the authors may determine the strategic positions for adopting and managing MTs and build a frame of reference for hotel management practices.

The authors conducted a series of focus group interviews (FGIs) with the managers and executives of luxury hotels. FGIs were conducted in groups in a semi-structured format, asking questions about MT adoption in their hotels and the challenges they faced. The FGI transcripts were analyzed using a grounded theory approach.

Open and axial coding of FGI scripts revealed 15 underlying categories of challenges in adopting MTs in hotels. Subsequent selective coding revealed two underlying dimensions: viability-fit. With these two underlying dimensions, a strategic model for MT adoption is developed. This model identifies four MT adoption strategies in hotels: lookers, experimenters, explorers and leaders.

The model developed and presented herein may help analyze a hotel’s strategic positioning in adopting MT’s. Depending on the positional analysis results, hotel managers can appropriately decide resource mobilization priorities and deployment timing.

尽管酒店中的移动技术 (MT) 具有预期的明显行业优势, 它们的采用速度比预期的要慢。本研究旨在确定酒店经理在其行业中采用 MT 时面临的问题和挑战, 以便我们可以确定采用和管理 MT 的战略位置, 并为酒店管理实践建立参考框架。

作者与管理人员和豪华酒店的高管进行了一系列焦点小组访谈 (FGI) 。 FGI 以半结构化的形式分组进行, 询问关于他们酒店采用 MT 的问题以及他们面临的挑战。 FGI 的文字记录使用扎根理论方法进行分析。

FGI 脚本的开放和轴向编码揭示了 15 个潜在挑战类别酒店的 MT。随后的选择性编码揭示了两个潜在的维度：可行性, 匹配度。有了这两个基本维度, 就可以开发出采用 MT 的战略模型。这模型确定了酒店中的四种 MT 采用策略：观察者、实验者、探索者和领导者。

这里开发和展示的模型可以帮助分析酒店在采用MT的战略定位采用。根据定位分析结果, 酒店经理可以适当地决定资源调动优先事项和部署时间。