Supervising Unethical Salesforce Behavior
通过对销售经理的全国调查，研究他们如何应对销售人员的不道德行为，发现工作表现、组织后果和性别会影响处罚力度，但后果和表现的影响更稳定。
Supervisory reactions of sales managers to potentially unethical salesperson behavior are examined in a national survey of sales executives. Four scenarios representing ethical issues were presented to the respondents. Salesperson overall work performance, organizational consequences, and gender significantly influenced various supervisory reactions; however, consequence and work performance influences were observed more consistently. Gender differences were marginal and generally confined to only two issues. The findings indicate that sales managers are more likely to use a harsher form of disciplinary action when poor performers, negative consequences, and salesmen are involved in unethical behavior.