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Browse Archives by Keyword: Management

Better Together: Competitive Agents and Competitive Climate in the Agency
Keith A. Richards, PhD., Wyatt A. Schrock, PhD Candidate, Douglas E. Hughes, PhD, Frank Q. Fu, PhD, and Eli Jones, PhD

One of the most important issues associated with building a high-powered real-estate organization is hiring the right people. According to the 2012 Economic Census there were just over 86,000 offices of real estate agents or brokers in the United States. How can your agency rise to the top of this crowded field?

The Wrong Ladder: Mismatch Between Subgoal Sequences and Actual Goal Performance
Liyin Jin, PhD, Qian Xu, PhD, and Ying Zhang, PhD

For real estate professionals, success is measured by performance – how many homes you sell or how many customers you reach. One thing, however, is certain – the real estate industry is complex and requires strong motivation toremain successful.

Trust in Leadership and Authenticity in Real Estate
Amanda Rodriguez, MBA

There's no doubt that trust impacts an organization's reputation and culture. Building and growing trust in the workplace can lead to great success for an organization, rooted in employee satisfaction and genuine, authentic interactions among supervisors, employees, and customers.

Can A Book be Judged Accurately Only by its Cover?
Zachary R. Hall, PhD, Michael Ahearne, PhD, and Harish Sujan, PhD

Sales professionals make judgments of their customers' preferences and tastes throughout the selling process – at times without being conscious they are doing so. These judgments enable effective selling.

Give Me a Better Break: Choosing Workday Break Activities to Maximize Resource Recovery
Emily M. Hunter, PhD and Cindy Wu, PhD

The average worker would agree that breaks, although not necessary, are helpful in making a workday more manageable and possibly enjoyable. Research has shown the benefits of evenings, weekends, and vacations on employee health and performance, but surprisingly little research has investigated breaks during the actual workday itself.

You Don't Always Get What You Want, and You Don't Always Want What You Get
Ryan R. Mullins, PhD, Daniel G. Bachrach, PhD, Adam A. Rapp, PhD, Dhruv Grewal, PhD, and Lauren Skinner Beitelspacher, PhD

The old adage tells us that the customer is always right, but does the customer always feel in control?

Creating High-Performance Sales Organizations through Sales Control Systems
Paolo Guenzi, PhD, Artur Baldauf, PhD, and Nikolaos G. Panagopoulos, PhD

Recent academic research shows that two types of salesperson or agent behaviors play important roles in creating successful sales organizations. The question motivating our research is: what can the people who lead sales groups do to further encourage these behaviors?

Simplification: A Catalyst for Employee Engagement and Operational Excellence
David Eskew, MBA Candidate, Lauren Moser, MBA/MDiv Candidate, Josh Arnold, JD/MBA Candidate, Troy Baker, MBA Candidate, and Russell Webb, MBA Candidate
Complexity threatens organizational competitiveness. Nearly 70% of executives attribute rising costs to excessive complexity, and many firms are aggressively combating complexity...

Advice to New Real Estate Agents: "Be Proactive"
Michael L. Mallin, PhD

Sales managers have a vested interest in hiring, developing, and retaining sales professionals who have a propensity to be proactive since research shows proactive behaviors among salespeople as a key factor in generating higher levels of sales performance.

Attracting and Keeping New Agents from the Millennial Generation
Kirk Wakefield, PhD
Companies spend over $3,300 per hire on recruiting and the cost of not recruiting well results in poor performance, dissatisfied employees and high turnover. Little research has addressed sales force recruiting at this stage of career and the motivations of a millennial salesforce in their job searches.


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