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This research seeks to explore the role played by ethical reputation in amplifying the positive impact of value received by the customer on satisfaction with the supplier and ultimately loyalty.

Survey responses derived from 299 customers, concerning two large financial institutions within Chile, are used to test relationships among ethical perceptions, customer value, satisfaction, and loyalty. Hypotheses are tested with a structural equation model.

Results show that ethical perceptions about the organization amplify the impact of customer value on customer satisfaction and eventually loyalty.

This study contributes to the existing literature by showing that ethical perceptions from customers can help financial institutions achieve higher levels of satisfaction and loyalty. Study findings rely on customer survey responses collected in one country and one industry. Generalizability of findings is yet to be tested.

Ethical reputation helps financial institutions retain their customers.

This is the first study showing that customer perceptions about company ethics amplify the positive impact of customer value on customer satisfaction.

The purpose of this paper is to investigate why salespeople resist change and the impact of resistance to change on customer responsiveness and performance outcomes.

Survey responses derived from 233 salespeople from three large financial institutions in Mexico are used to test relationships involving salespersons’ resistance to change.

Salespeople are more likely to resist change if they believe that change increases their workload. They are less likely to resist change when they have higher levels of job autonomy and self‐efficacy. Resistance to change has a negative impact on customer responsiveness and salesperson's performance.

This study makes an important contribution to the literature by identifying factors that explain salesperson's resistance to change. Study findings rely on salesperson survey responses collected in one country and industry. Future research is needed to assess the generalizability of findings and causality of the proposed relationships.

Resistance to change affects the salespersons’ capacity to respond to customer demands and ultimately undermines performance. Managers can help reduce resistance to change by providing salespeople with greater job autonomy and by explaining how change affects their workload.

To the authors’ knowledge, this is the first paper linking salesperson resistance to change to job performance.

The purpose of this study is to build on previous research on stress in sales forces to investigate the effect of perceptions of time wasted on salespersons' attitudes and behavioral intentions.

Responses from 400 salespeople who work in 49 business units of four Ecuadorian financial institutions were used to test a conceptual stress model. The research hypotheses were tested with a structural equation model.

Salespeople operating in the banking industry are prone to be dissatisfied, emotionally exhausted, and are likely to quit when they believe that their time or their efforts have been wasted or used ineffectively.

Ecuadorian samples adequately represent Latin American banking employees. However, individuals from collectivistic countries, such as Ecuador, have a more relaxed view of time. Hence, perceptions of time wasted may have a greater effect on job attitudes and behaviors in the USA than in Ecuador.

Success in sales requires effective time management. However, salespeople are sometimes required to perform activities that they can perceive as wasteful. Managers should be aware that performing wasteful activities leads to emotional exhaustion and high intentions to quit.

This is the first study to empirically test the effect of time wasted on organizational variables.

In the years since Saxe and Weitz developed a scale to measure the selling orientation and customer orientation (SOCO) of a salesperson, research findings on the effect of SOCO on salesperson job performance have shown mixed results. This article aims to synthesize the findings from the empirical studies to identify the direction and the strength of this relationship. In addition, it aims to investigate the moderating effect of customer type (business or end user consumer) and type of job performance measure used (subjective or objective).

Research questions were addressed by a meta‐analysis of 16 studies containing 17 effect sizes from 3,477 respondents.

Meta‐analysis results reveal an attenuated weighted mean effect size (r) of this relationship of 0.14, with a 90 percent confidence interval of 0.04 to 0.23. The disattenuated mean effect size (rc) is 0.16. Findings also reveal that neither customer type nor type of job performance measures moderated the SOCO and job performance relationship.

Although diligence was exercised to reduce selection bias, relevant studies may have been excluded from this meta‐analysis.

Study findings demonstrate that SOCO is an important predictor of salesperson job performance. High performance occurs when salespeople focus their energy on identifying the customer's individual needs and offer products to satisfy those needs.

This is the first published SOCO meta‐analysis.