CARLA SOFIA DIAS MOREIRA RAMOS

CARLA SOFIA DIAS MOREIRA RAMOS

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Salespeople formation of triadic closure: the study of network dynamics
(2016) CARLA SOFIA DIAS MOREIRA RAMOS; DANNY PIMENTEL CLARO
The Dynamics of Intra-Organizational Sales Network
(2014) DANNY PIMENTEL CLARO; CARLA SOFIA DIAS MOREIRA RAMOS; Brashear , Thomas G.
Revisiting conflict in hybrid channels of distribution: when conflict increases performmance
(2015) CARLA SOFIA DIAS MOREIRA RAMOS; DANNY PIMENTEL CLARO; Vojnovskis, Denys
Sales network and performance: a longitudinal study of network dynamics
(2014) CARLA SOFIA DIAS MOREIRA RAMOS; DANNY PIMENTEL CLARO; Brashear , Thomas G.
Compartilhamento de conhecimento gerencial em contexto intra-organizacional de equipes de projetos
(2015) CARLA SOFIA DIAS MOREIRA RAMOS; ADRIANA BRUSCATO BORTOLUZZO; Giovanin, Jislaine Rosa Santana; DANNY PIMENTEL CLARO
O compartilhamento de conhecimento é, de acordo com uma visão da empresa baseada no conhecimento, uma atividade chave para garantir competitividade. Motivar os colaboradores a buscar esse compartilhamento é um desafio particularmente relevante para empresas que operam numa lógica equipes de projeto. O objetivo deste trabalho consiste em identificar os fatores que influenciam a predisposição individual para o compartilhamento de conhecimento em ambiente intra-organizacional de equipes de projeto. Identificam-se quatro dimensões chave: a atitude e comportamento do indivíduo, a colegialidade entre membros de equipe, o apoio dado pelos gestores, e a centralidade na rede de relacionamentos do indivíduo. Dez hipóteses são propostas e testadas através de metodologia quantitativa, combinando análise de redes interpessoais e regressão econométrica. O fenómeno é estudado numa base de 121 participações individuais num total de 20 projetos realizados ao longo de dois anos na sucursal de uma empresa multinacional do setor de energia e automação industrial. Observou-se que os fatores que mais impacto têm sobre a predisposição individual para compartilhar conhecimento em equipes de projeto são de natureza tanto intrínseca como extrínseca ao indivíduo e que para além de um efeito direto sobre essa predisposição, se verifica na maioria dos casos também um efeito indireto. O estudo contribui para um melhor entendimento do compartilhamento de conhecimento em ambiente específico de equipes de projeto, permitindo ainda aos gestores uma promoção estratégica de mecanismos que estimulam a desejado fluidez do conhecimento nesse contexto.
When channel conflict positively affect performance: evidence from ICT supplier-reseller relationship
(2018) DANNY PIMENTEL CLARO; Vojnovskis, Denys; CARLA SOFIA DIAS MOREIRA RAMOS
Purpose – This paper aims to study the positive impact of functional conflict and conflict management in improving supplier–reseller relationship performance in multi-channel setting (reseller together with supplier’s sales reps). The authors develop four hypotheses, including direct and mediated effects, about conflict management, conflict and the impact on channel performance. Design/methodology/approach – The authors’ sample of suppliers in the information and communication technology (ICT) industry in Brazil consists of an interesting setting of multi-channel distribution, as suppliers deal with sales reps in combination with reseller channels to offer products to customers. The sample is representative of the industry, including more than 60 per cent of the ICT suppliers. The model was tested with partial least squares in the context of ICT industry in Brazil. Findings – The empirical test shows that although an increase in functional conflict improves channel performance (direct effect), an excessive increase may amplify the dysfunctional conflict, thereby damaging channel performance (indirect effect). The negative interplay between the two natures of conflicts is counterbalanced with conflict management. Results show that conflict management improves channel performance by decreasing the harmful effects of dysfunctional conflict. This paper contributes to the theory by deepening our understanding of conflict, a critical challenge underlying supplier–reseller relationships in marketing channels. For managers, this research clarifies the importance of considering and managing conflict of different nature in the context of multi-marketing channels. Originality/value – The contribution of the authors’ study is twofold. First, they develop an integrative mediating model with key constructs of multi-channels’ conflict and channel performance. They incorporate the causal relationships between functional and dysfunctional conflict, conflict management and channel performance into a single conceptual framework. This integrative mediating model to the best of their knowledge has not been developed before. Second, they provide managers with a broad understanding of conflict management implications to supplier’s multi-channel strategy, and how functional conflict can actually be beneficial for channel performance
The effects of teaming and bridging relational strategies on relationship manager performance
(2016) CARLA SOFIA DIAS MOREIRA RAMOS; DANNY PIMENTEL CLARO
Sales intrafirm networks and the performance impact of sales cross-functional collaboration with marketing and customer service
(2018) DANNY PIMENTEL CLARO; CARLA SOFIA DIAS MOREIRA RAMOS
This article draws on the growing body of research in sales intrafirm networks and sales management literature to develop and test a model of sales-marketing and sales–customer service cross-functional collaboration with objective sales performance. We posit that the effectiveness of specific structural feature of sales intrafirm networks (i.e., the number and strength of salesperson intrafirm ties) depends on whether cross-functional collaboration occurs with marketing or customer service. These differences exist because each function has distinct goals and competencies. Using network data from salespeople working for a chemical manufacturer, we found that having few sales-marketing total ties increase salesperson performance, while having many ties with customer service results in better sales results. We also found that strong ties with marketing colleagues lead to high sales growth while sales customer service collaboration benefits more when ties are weak. Moderating effects show that the combination of few strong ties with marketing and of many weak ties with customer service boosts salesperson performance. While we found that total ties with marketing have a U-shaped effect on salesperson performance, there is an inverted U-shaped effect for sales customer service collaborations and thus an optimal number of ties. This study advances our understanding of cross-functional collaboration in sales intrafirm network research. From a managerial perspective, our findings suggest that salespeople benefit from network steering capabilities when managing cross-functional contacts. In addition, sales managers benefit from a set of intrafirm network interventions that improve sales-force effectiveness.
Dynamic effects of newcomer salespersons' peer relational exchanges and structures on performance
(2020) DANNY PIMENTEL CLARO; CARLA SOFIA DIAS MOREIRA RAMOS; Gonzalez, Gabriel R.; Palmatier, Robert W.
This article explores the impact of key salesperson-to-salesperson relationship characteristics on the success of salespeople as they gain tenure in their firm. Focusing on newcomer sales people and leveraging socialization theory, the authors investigate the influence of relational exchanges that salespeople engage in with their peers (unilateral and reciprocal exchanges) and their position in salesperson relational structures (teaming and spanning structures) on their objective sales performance over time. Integrating results from two studies, one that uses a longitudinal sample (three-year period) of salespeople from a single firm and another that relies on a sample of salespeople across three industries, the authors provide strong evi dence for the differential roles of teaming and spanning structures on salesperson sales growth over time. Specifically, newcomer salespeople immediately benefit from being part of teaming structures, because these highly interconnected relational structures support individual social ization. As salespeople gain tenure, the effects of being part of teaming structures diminish, while being part of spanning structures becomes more beneficial. Moreover, spanning struc tures help newcomers offset the negative impact of teaming over their tenure. This study also isolates relational exchanges (unilateral and reciprocal) as precursors of teaming and span ning structures and identifies key contingencies of the effect of relational structures on performance.
Should firms invest in a multi-channel marketing approach for relationship management?
(2016) CARLA SOFIA DIAS MOREIRA RAMOS; Barros, Celso; ADRIANA BRUSCATO BORTOLUZZO; DANNY PIMENTEL CLARO