Sales Management Control Strategies in Banking: Strategic Fit and Performance Impact
Florian Mueller empirically investigates how retail, private, and corporate banking institutions need to set up their sales management control strategy in accordance to their specific environment, business strategy, and organizational characteristics in order to increase performance.
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advice orientation agency theory analysis Anderson and Oliver Baldauf bank’s Banking Advisor Banking Corporate Banking banking institution’s Banking Private Banking behavior control best performing banking business strategy Chapter compensation control Configurational School control TCA control theory corporate banking Corporate Banking Private Cravens cultural control degree of behavior degree of compensation degree of cultural degree of professional Eisenhardt environment evaluation face a higher/lower German banking market Hackethal and Schmidt higher the degree higher/lower degree Ideal Profiles institutions TCA institutions which face Journal of Marketing Krafft latent variable lower the degree lower/higher degree management control strategy measurement Mintzberg and Lampel organizational culture Ouchi Partial Least Squares path coefficient percent level performing banking institutions Piercy private banking segment professional control relationship Retail Banking Corporate Rindfleisch and Heide sales force sales management control sales organization outcomes savings banks Segments Retail Banking Strategic Management theoretical transaction cost transaction cost analysis Venkatraman