ORIGINAL_ARTICLE
Do Political News Affect Financial Market Returns? Evidences from Brazil
This paper investigates the relation between political news and market returns. To do so we applied a Garch filter to a sample of the main Brazilian stock market index returns (Ibovespa Index) and of short-term interest rates (Selic Over and DI) which ranged from 01/02/2014 to 04/29/2016. Then we looked for periods of abnormal volatility which might be associated with political events using a parametric and a nonparametric method. Notwithstanding there were news like important politician been arrested and even speculation about the beginning of an impeachment process, we found relation between abnormal volatilities and political news only in Ibovespa returns during Presidential Elections.
https://www.ijmae.com/article_115521_c1b14f0c641392a2ac5fccdb4189567a.pdf
2016-10-01
545
571
Political Events
Financial Markets
Information
GARCH
Thales
Marques
thalesbmarques@gmail.com
1
Economia e Relações Internacionais, Universidade Federal do Rio Grande do Sul, Porto Alegre, Brazil
AUTHOR
Nelson
dos Santos
nelson.seixas@ufrgs.br
2
Economia e Relações Internacionais, Universidade Federal do Rio Grande do Sul, Porto Alegre, Brazil
LEAD_AUTHOR
Abdullah D. F., &. S. (2012). The Relationship between Intellectual Capital and Corporate Performance. Social and Behavioral Sciences, 40, 537-541.
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ORIGINAL_ARTICLE
Analysis of the Relationship between Leadership Styles and Affective Organizational Commitment
This research was conducted to address leadership styles and affective organizational commitment and what types of leadership styles that contribute the most to affective organizational commitment within SMEs in Johor retail sector commitment. Quantitative was used for conducting this research and the questionnaire was distributed to the person in charge in order to distribute to his colleagues. The prepared questionnaire which covered dimensions of transformational leadership style and transactional leadership style, and affective organizational commitment was adapted from Multifactor Leadership Questionnaire and other research. Statistical Package for Social Science (SPSS) was used for analysing data. Pearson Correlation Analysis will be used to measure the relationship in linear correlation between two numerical data variables, Regression and Multiple Regression analysis was used to test single or multiple independent variables and one dependent variable. Inspirational motivation has a significant and strong positive relationship with affective organizational commitment. The finding showed that leadership styles have a very strong relationship with affective organizational commitment. By further dividing into two different leadership styles, the transformational leadership style has a significant and strong positive relationship with affective organizational commitment while the transactional leadership style has a significant and weak positive relationship with affective organizational commitment. Even both leadership styles have contributed to the affective organizational commitment, the transformational leadership style contributes the most to the affective organizational commitment followed by transactional leadership style.
https://www.ijmae.com/article_115522_ceceb396f20ba6e9024543bbea79ab3f.pdf
2016-10-01
572
598
affective commitment
Transformational Leadership
Transactional leadership
Regression
small medium enterprises
Choi
Long
cslong_1@yahoo.com
1
Raffles University Iskandar, Johor Bahru, Johor, Malaysia
LEAD_AUTHOR
Lim
Yong
lim.zhiyong@raffles-rui.com
2
Faculty of Business, Raffles University Iskandar, Malaysia
AUTHOR
Tan
Chuen
weechuen74@gmail.com
3
Raffles University Iskandar, Johor Bahru, Johor, Malaysia
AUTHOR
Andreas, R., Wiklund, J., Frese, M., & Lumpkin, G. (2006). Entrepreneurial orientation and business performance: Cumulative empirical evidence. Entrepreneurship Theory and Practice, 30(2), 145-160.
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74
ORIGINAL_ARTICLE
Telecommunication Sector and Economic Growth of Nigeria: A Post Deregulation Evaluation
The study employed multiple regression analysis model specified based on hypothesized functional relationship between telecommunication infrastructure development and economic growth of Nigeria during post deregulation period. The model for the study was estimated using the Ordinary Least Square (OLS) technique, and further evaluation was executed using chi-square to investigate the views of respondents on whether GSM has increased market access and reducing distribution cost in carrying out daily economic activities in Nigeria. The outcomes showed that telecommunication has influenced the country’s economy by increasing market access and reducing distribution cost. Therefore, to enhance economic growth in Nigeria, government should issue more licenses to GSM operators in order to allow for healthy competition among the GSM operators. On the other hand, operators should consider the strategy of co-location and infrastructure sharing for further improvement and reduction in cost of running telecommunication business in Nigeria.
https://www.ijmae.com/article_115523_8c769040a3db2272a2bd8173f8a723e4.pdf
2016-10-01
599
608
Telecommunication sector
Economic Growth
Nigeria
post deregulation period
market access
distribution cost
Emmanuel
Okon
tonydom57@yahoo.com
1
Department of Economics, Kogi State University, Anyigba, Kogi State, Nigeria
LEAD_AUTHOR
Onoja
Abel
2
Department of Economics, Kogi State University, Anyigba, Kogi State, Nigeria
AUTHOR
Alleman,J., Hunt, C., Michaels,D., Mueller,M.,Rappoport,P.,andTaylor, L. (n.d.). Telecommunications and economic development: Empirical evidence from Southern Africa. http://www.colorado.edu/engineering/alleman/print_files/soafrica_paper.pdf
1
Asogwa, F. O. (2013). The impact of telecommunication expenditure on economic growth in Nigeria. Journal of Economics and Sustainable Development. 4(13), 40-44.
2
Barro, R. (1991). Economic growth in a cross section of countries, Quarterly Journal of Economics, 106(2), 407-443.
3
Beil, R., Ford, G., and Jackson, J. (2005). On the relationship between telecommunications investment and economic growth in the United States. International Economic Journal, 19(1), 3-9.
4
Cronin, F., Parker, E., Colleran, E. , and Gold, M. (1991). Telecommunications infrastructure and economic growth: An analysis of causality, Telecommunications Policy, 15(6), 529-535.
5
Cronin, F., Parker, E., Colleran, E., and Gold, M. (1993). Telecommunications infrastructure investment and economic development. Telecommunications Policy, 17(6), 415-430.
6
Datta, A. and Agarwal, S. (2004). Telecommunications and economic growth: A panel data approach. Applied Economics, 36 (15), 1649-1654.
7
Dutta, A. (2001). Telecommunications and economic activity: An analysis of granger causality. Journal of Management Information System, 17(4), 71-95.
8
Gold, K. L. (2011). Aggregate analysis of the impacts of telecommunication infrastructural development on Nigerian economy. Proceedings of the 1st International Technology, Education and Environment Conference (c) African Society for Scientific Research (ASSR).Co-published by: Human Resource Management Academic Research Society, 1(1), 213-221. http://www.hrmars.com/admin/pics/230.pdf
9
Islam, N. (1995). Growth empirics: A panel data approach. Quarterly Journal of Economics, 110(4), 1127-1170.
10
Lee, S. H., Levendis, J., and Gutierrez, L. (2009). Telecommunications and economic growth: An empirical analysis of sub-Saharan Africa. Serie Documentos De Trabajo, No. 64, Mayo. http://www.urosario.edu.co/urosario_files/fe/fe76de8a-3f23-445f-b6f8-390f1dcf8f32.pdf
11
Levine, R., and Renelt, D. (1992). A sensitivity analysis of cross-country growth regressions. American Economic Review, 82(4), 942-963.
12
Madden, G. and Savage, S. (2000). Telecommunications and economic growth. International Journal of Social Economics, 27(7), 893-906.
13
Mankiw, N., Romer, D., and Weil, D. (1992). "A contribution to the empirics of economic growth. Quarterly Journal of Economics,107(2), 407-437.
14
Ndukwe, E. C. A. (2008). The role of telecommunications in the development of Nigeria’s infrastructure: The latest government initiative to stimulate investment and private sector involvement. Being a paper presented at Nigeria Infrastructure Exhibition and Conference International Conference Centre, Abuja, Nigeria 2 –4 december. http://www.ncc.gov.ng/archive/speeches_presentations/EVC%27s%20Presentation/2009/role_telecoms.pdf.
15
Ndukwe, E.C.A. (2006). An overview of the Nigerian telecommunications environment and successful initiatives to promote communications development. A paper delivered at CTO Exhibition at Transcorp – Hilton Hotel Abuja on 10th October. Retrieved from ncc.gov/…/EVC’S%20CTO%20 presentation 101006. pdf.
16
Obioma, E. C., and Ozughalu, U. M. (2010).An Examination of the Relationship between Government Revenue and Government Expenditure in Nigeria: Cointegration and Causality Approach. Economic and Financial Review ,Volume 48(2), 35-57.
17
Pesaran, M., Shin, Y., and Smith, R. (2001). "Bounds testing approaches to the analysis of level relationships. Journal of Applied Econometrics,16(3), 289-326.
18
Perkins, P., Fedderke, J., and Luiz, J. (2005). An analysis of economic infrastructure investment in South Africa. South African Journal of Economics, 73(2), 211-228.
19
Roeller, L.H., and Waverman, L. (2001). Telecommunications infrastructure and economic development: A simultaneous approach. The American Economic Review, 91(4), 909-23.
20
Wolde-Rufael, Y. (2007). Another look at the relationship between telecommunications investment and economic activity in the United States. International Economic Journal, 21(2), 199-205.
21
ORIGINAL_ARTICLE
Organizational Politics, Transformational Leadership and Neglect in Banking Sector
This study examined the influence of perception of organizational politics on negligent behavior of employees in banking sector. The aim of this study was to determine the relationship between perception of organizational politics and negligent behavior and investigate interaction effect of transformational leadership. A questionnaire was designed to collect data from two hundred subjects who were employees of a large commercial bank posted in twin cities Rawalpindi and Islamabad.it was concluded that there is significant relationship between perception of organizational politics and negligent behavior of employees. Transformational leadership has been observed as moderating the association of perception of organizational politics and neglect. Based on the data analysis, it is recommended that employees should strive to understand and tackle strategically political activities in their organizations to improvise their satisfaction and avoid conflict.
https://www.ijmae.com/article_115524_98f2958952f2f9aa1cc2910a425e32c4.pdf
2016-10-01
609
622
Organizational Politics
General Political Behavior
Negligent Behavior
Transformational Leadership
Qaisar
Iqbal
qaisarkh86@gmail.com
1
SZABIST, Islamabad Campus, Pakistan
LEAD_AUTHOR
Adams, G. L., Ammeter, A. P., Treadway, D. C., Ferris, G. R., Hochwarter, W. A., & Kolodinsky, R. W. (2002). Perceptions of organizational politics: Additional thoughts, reactions, and multi-level issues. Chapter in Research in Multi-level Issues, 1, 287-297.
1
Alban-Metcalfe, R. J., & Alimo-Metcalfe, B. (2000). The transformational leadership questionnaire (TLQ-LGV): a convergent and discriminant validation study. Leadership & Organization Development Journal, 21(6), 280-296.
2
Barbuto, J. E. (2005). Motivation and transactional, charismatic, and transformational leadership: A test of antecedents. Journal of Leadership & Organizational Studies, 11(4), 26-40.
3
Bass, B. (1985). Leadership and Performance Beyond Expectations, New York: Free Press. Journal of Organizational Behaviour, 11.
4
Bozeman, D. P., Hochwarier, W. A., Perrewe, P. L., & Brymer, R. A. (2001). Organizational Politics, Perceived Control, and Work Outcomes: Boundary Conditions on the Effects of Politics1. Journal of Applied Social Psychology, 31(3), 486-503.
5
Bu, N., McKeen, C. A., & Shen, W. (2011). Behavioural indicators of turnover intention: the case of young professionals in China. The International Journal of Human Resource Management, 22(16), 3338-3356.
6
Cropanzano, R., Howes, J. C., Grandey, A. A., & Toth, P. (1997). The relationship of organizational politics and support to work behaviors, attitudes, and stress. Journal of Organizational Behavior, 18(2), 159-180.
7
Darr, W., & Johns, G. (2004). Political decision-making climates: Theoretical processes and multi-level antecedents. Human Relations, 57(2), 169-200.
8
Feinberg, B. J., Ostroff, C., & Burke, W. W. (2005). The role of within‐group agreement in understanding transformational leadership. Journal of Occupational and Organizational Psychology, 78(3), 471-488.
9
Ferris, G. R., Adams, G., Kolodinsky, R. W., Hochwarter, W. A., & Ammeter, A. P. (2002). Perceptions of organizational politics: Theory and research directions. Research in multi-level issues, 1, 179-254.
10
Ferris, G. R., Russ, G. S., & Fandt, P. M. (1989). Politics in organizations.
11
Geyery, A. L., & Steyrer, J. M. (1998). Transformational leadership and objective performance in banks. Applied Psychology, 47(3), 397-420.
12
Graen, G. (1976). Role-making processes within complex organizations. Handbook of industrial and organizational psychology, 1201, 1245.
13
Greenberg, J., Baron, R., Sales, C., & Owens, F. (2000). Behaviour in Organizations, Canada: Pearson Education Inc.
14
Gunn, J., & Chen, S. (2006). 12 A micro-political perspective of strategic management. Handbook of organizational politics, 209.
15
Hirschman, A. (1970). Exit, Voice, and Loyalty: Response to Decline in Firms, Organizations and States. Cambridge, Massachusetts, USA: Harvard University Pr Hollenbeck, JR, e Klein, HJ (1987). Goal commitment and the goal-setting process: Problems, prospects, and proposals for future research. Journal of Applied Psychology, 72(2), 212-220.
16
Hochwarter, W. A. (2003). The Interactive Effects of Pro‐Political Behavior and Politics Perceptions on Job Satisfaction and Affective Commitment1. Journal of Applied Social Psychology, 33(7), 1360-1378.
17
Johns, G., & Saks, A. M. (2001). Understanding and managing life at work: Organizational behaviour: Prentice Hall.
18
Kacmar, K. M., & Baron, R. A. (1999). Organizational politics: The state of the field, links to related processes, and an agenda for future research.
19
Kacmar, K. M., & Carlson, D. S. (1997). Further validation of the perceptions of politics scale (POPS): A multiple sample investigation. Journal of Management, 23(5), 627-658.
20
Kacmar, K. M., & Ferris, G. R. (1991). Perceptions of organizational politics scale (POPS): Development and construct validation. Educational and Psychological measurement, 51(1), 193-205.
21
Kirkpatrick, S. A., & Locke, E. A. (1996). Direct and indirect effects of three core charismatic leadership components on performance and attitudes. Journal of Applied Psychology, 81(1), 36.
22
Lim, V. K. (2002). The IT way of loafing on the job: cyberloafing, neutralizing and organizational justice. Journal of Organizational Behavior, 23(5), 675-694.
23
Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformational and transactional leadership: A meta-analytic review of the MLQ literature. The leadership quarterly, 7(3), 385-425.
24
MacKenzie, S. B., Podsakoff, P. M., & Rich, G. A. (2001). Transformational and transactional leadership and salesperson performance. Journal of the academy of marketing science, 29(2), 115-134.
25
Naus, F., Van Iterson, A., & Roe, R. (2007). Organizational cynicism: Extending the exit, voice, loyalty, and neglect model of employees' responses to adverse conditions in the workplace. Human Relations, 60(5), 683-718.
26
O'connor, W. E., & Morrison, T. G. (2001). A comparison of situational and dispositional predictors of perceptions of organizational politics. The Journal of Psychology, 135(3), 301-312.
27
PeterBlau, E. (1964). Power in Social Life: New York: Wiley.
28
Pillai, R., Schriesheim, C. A., & Williams, E. S. (1999). Fairness perceptions and trust as mediators for transformational and transactional leadership: A two-sample study. Journal of Management, 25(6), 897-933.
29
Poon, J. M. (2003). Situational antecedents and outcomes of organizational politics perceptions. Journal of Managerial Psychology, 18(2), 138-155.
30
Rusbult, C. E., Farrell, D., Rogers, G., & Mainous, A. G. (1988). Impact of exchange variables on exit, voice, loyalty, and neglect: An integrative model of responses to declining job satisfaction. Academy of Management Journal, 31(3), 599-627.
31
Spreitzer, G. M., Perttula, K. H., & Xin, K. (2005). Traditionality matters: An examination of the effectiveness of transformational leadership in the United States and Taiwan. Journal of Organizational Behavior, 26(3), 205-227.
32
Stone, A., Russell, R., & Patterson, K. (2003). Transformational Versus Servant Leadership–A Difference in Leader Focus, Servant Leadership Roundtable. October, PP1-15.
33
Valle, M., & Perrewe, P. L. (2000). Do politics perceptions relate to political behaviors? Tests of an implicit assumption and expanded model. Human Relations, 53(3), 359-386.
34
Verton, D. (2000). Employers ok with e-surfing. Computerworld, 34(1), 16.
35
Vigoda-Gadot, E., & Kapun, D. (2005). Perceptions of politics and perceived performance in public and private organisations: a test of one model across two sectors. Policy & Politics, 33(2), 251-276.
36
Vigoda-Gadot, E., & Vigoda, E. (2003). Developments in organizational politics: How political dynamics affect employee performance in modern work sites: Edward Elgar Publishing.
37
Vigoda, E. (2000). Organizational politics, job attitudes, and work outcomes: Exploration and implications for the public sector. Journal of Vocational Behavior, 57(3), 326-347.
38
Vroom Victor, H. (1964). Work and motivation. New York.
39
Wang, H., Law, K. S., Hackett, R. D., Wang, D., & Chen, Z. X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers' performance and organizational citizenship behavior. Academy of Management Journal, 48(3), 420-432.
40
Witt, L., Kacmar, K. M., Carlson, D. S., & Zivnuska, S. (2002). Interactive effects of personality and organizational politics on contextual performance. Journal of Organizational Behavior, 23(8), 911-926.
41
Yukl, G. (2002). Ethical leadership and diversity. Leadership in Organizations, 5th ed., Prentice-Hall, Upper Saddle River, NJ, 401-420.
42
Zanzi, A., & O'Neill, R. M. (2001). Sanctioned versus non-sanctioned political tactics. Journal of Managerial Issues, 245-262.
43
ORIGINAL_ARTICLE
Using a Fuzzy AHP-VIKOR and BSC Approach for Evaluating Aircraft Maintenance Unit Performance
Today performance evaluation is known as an inevitable part of management knowledge; in such a way that it can help an organization to consume sources and facilities in an optimum way and also achieve its goals and strategies. In this paper for evaluating the performance of aircraft maintenance unit in Iran, Balanced Scorecard (BSC), a strategic management method for performance measurement using a set of financial and non-financial performance metrics, and Fuzzy Multiple Criteria Decision Making (FMCDM) has been used. 26 criteria for performance evaluation in four BSC perspectives by help of maintenance unit’s experts have been specified. The criteria’s weights via Fuzzy Analytic Hierarchy Process (FAHP) method by using Fuzzy Preference Programming (FPP) approach determined and finally fuzzy VIKOR method has been used to measure the performance of three aircraft maintenance units. Results of research shows that FAHP-FVKIOR evaluation method by BSC can be a useful tool for optimum measuring of performance.
https://www.ijmae.com/article_115525_1b23e11e35a00c854b15696d8e2f86f1.pdf
2016-10-01
623
634
balanced scorecard (BSC)
Fuzzy Analytic Hierarchy Process (FAHP)
FVIKOR
FPP
Narjes
Jamali
jamalinarjes.2014@gmail.com
1
Department of Industrial Engineering, College of Engineering, Shiraz Branch, Islamic Azad University, Shiraz, Iran
LEAD_AUTHOR
Mehdi
Khameneh
khameneh.mm@gmail.com
2
Department of Industrial Engineering, College of Engineering, Qazvin Branch, Islamic Azad University, Qazvin, Iran
AUTHOR
Kaplan, R., Norton, D. (1992). The Balanced Scorecard: measures that drive performance. Harv Bus Rev, 9-71.
1
Kaplan, R., Norton, D. (1996). The Balanced Scorecard: translating strategy into action. Boston: Harvard Business Press.
2
Mikhailov, L. (2000). A fuzzy programming method for deriving priorities in the analytic hierarchy process. Journal of the Operational Research Society, (51), 341–349.
3
Mikhailov, L. (2003). A fuzzy approach to deriving priorities from interval pairwise comparison judgements. European Journal of Operational Research, (159), 687–704.
4
Pourebrahim, Sh., Hadipour, M., Mokhtar, M. B., Taghavi, Sh. (2014). Application of VIKOR and fuzzy AHP for conservation priority assessment in coastal areas: Case of Khuzestan district, Iran. Expert Systems with Applications, (98), 20-26.
5
Saaty, T. (1990). Multicriteria decision making: the Analytic Hierarchy Process. RWS Publications.
6
Tavana, M., Mousavi, N., Golara, S. (2013). A fuzzy-QFD approach to balanced scorecard using an analytic network process. Int. J. Information and Decision Sciences, (5), 331–363.
7
Wang, Y., Xia, Q. (2009). Using A Fuzzy AHP and BSC Approach for Evaluating Performance of A Software Company Based on Knowledge Management. IEEE, 2242 – 2245.
8
Wu, S. I., Hung, J. M., (2008). A performance evaluation model of CRM on nonprofit organizations. Total Quality Management & Business Excellence, (4), 321–342.
9
Wu, H. Y., Tzeng, G. H., Chen, Y. H. (2009). On A fuzzy MCDM approach for evaluating banking performance based on Balanced Scorecard. Expert Systems with Applications, (36), 10135- 10147.
10
Xiaoli, Y., Guangbin, W. (2008). Using the BSC-AHP-FCA Method to Evaluate IT Performance of Construction Companies. IEEE, 1-5.
11
Yang, T., Chen, M. Ch., Hung,Ch. Ch. (2007). Multiple attribute decision-making methods for the dynamic operator allocation problem. Mathematics and Computers in Simulation, (73), 285–299.
12
Yuksel, I., Dagdeviren, M. (2010). Using the fuzzy analytic network process (ANP) for Balanced Scorecard (BSC): A case study for a manufacturing firm. Expert Systems with Applications, (37), 1270–1278.
13
Zadeh, L. A. (1965). Fuzzy sets. Information and Control, (8), 338–353.
14
Zimmermann, H.J. (1991). Fuzzy Set Theory and Its Applications. 2nd ed. Kluwer Academic Publishers, Boston/Dordrecht/London.
15
ORIGINAL_ARTICLE
The Effectiveness of Sale Methods in Liability Insurance for Physicians and Paramedics: Case Study of Asia Insurance Company in Sabzevar
So far, the issue of security was especially interested by human being from various economic, cultural, social, political and military aspects. Insurance is increasingly developing (expanding) due to the growing of social culture, increased conflicts of interests with the interests of the public and people. Liability insurance policy among various policies is placed at a superior position and is largely influenced by customer selection. The main objective of this research is to identify sale methods and effectiveness evaluation indicators and to study sale methods’ effectiveness and finally, to rank them. Research statistical population included some vendors of Asia insurance company in Sabzevar city. Research sample included 160 individuals that were selected using Cochran formula. Data were collected through using a questionnaire. This is a descriptive survey; research hypotheses are provided to achieve the aforementioned objectives. The results were examined by one-sample t-test. According to the results of the main hypothesis, physicians and paramedic sale methods of liability insurance are effective and validated. The first sub-hypothesis of effective consulting marketing of physicians and paramedics’ insurance liability is maintained. The second hypothesis of relationship sale influencing physicians and paramedics’ insurance liability is maintained. The third hypothesis of effectiveness of the adaptive marketing in the physicians and paramedics’ insurance liability is also maintained. According to Friedman ranking test conducted in this study, consulting method places the first and the adoptive and relational methods are ranked second and third, respectively.
https://www.ijmae.com/article_115526_7e6a575b70dc0f41576033a8540f3f44.pdf
2016-10-01
635
649
Insurance liability
consulting marketing
affiliate marketing
adaptive marketing
Abdorreza
Asadi
abdorreza1345@gmail.com
1
Department of Business Management, Neyshabur Branch, Islamic Azad University, Neyshabur, Iran
AUTHOR
Zahra
Vazifehdar Yazd
vazifehdar.z@gmail.com
2
Department of Business Management, Neyshabur Branch, Islamic Azad University, Neyshabur, Iran
LEAD_AUTHOR
Aghazade, H., Jandaghi, GH.R., and Khalil, M. (2012). Studying life insurance marketing effectiveness. Insurance Journal, 27(4), No. 108. Pp. 71-95.
1
Azar, A., Momeni, M. (1998). Statistics and its application in management. 1st volume, SAMT publication.
2
Boorom, M.L., Gooisby, J.R., and Ramsey, R.R. (1998). Relational communication traits and their effect on adaptiveness and sales performance. Journal of the Academy of marketing sience, 26 (1), pp.16-30
3
Bou, R. (2000). Relational selling behaviors. Antecedents and relationship with performance Journal of Business and Industrial marking, 15(2/3), pp.141-53
4
Chonko, L.B, Enis, BM. And Tanner, J.F (1992), managing salesperson’s United states of America: Allyn and Bcon
5
Crosby, L.A., Evans, K.R. and Cowles, D., 1990. Relationship quality in services selling: an interpersonal influence perspective. The Journal of Marketing, 54 (3), pp. 68-81
6
Daryabari, S.M.Z. (2002). Principles of medical liability insurance in Iran law and jurisprudence and France. M.A. thesis of private law and Islamic studies, University of Imam Sadeq.
7
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8
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