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1、外文文獻(xiàn)翻譯譯文一、外文原文原文：原文：acteristicsThatEnhanceTrainingEffectivenessinimplementingTechnologicalChangeinSalesStrategy:AFieldBasedExplatyStudyShikharSarinTrinaSegoAjayK.KohliGoutamChallagallaResearchersnotethatsupervisscanimpro

2、veemployees’abilitytocopebyprovidingthemwithresourcessuchasskilldevelopmenttrainingthatincreasetheircapacitytodealwithstressfuleventssuchastechnologicalstrategicchangesinthewkplace(e.g.KahnByosiere1998SchurmanIsrael1995)

3、.Enablingactions(suchastraining)canleadtomefavablefeedbackaboutthechange(SwansonPower2001)togreateracceptanceofchange(LeiterHarvie1998).SeveralstudiesonSFAalsohighlighttheroleoftrainingasamajfactleadingtothesuccessfulimp

4、lementationacceptanceusageofSFAtechnologies(e.g.ButtleAngIriana2006JonesSundaramChin2002Murthyetal.2008PulligMaxhamHair2002Schillewaertetal.2005).Largelyconceptualizationmeasurementoftraininginthesestudiesrangefrom(1)the

5、amountoftrainingreceived(2)thepercentageofemployeestrained(3)thetypeoftrainingprovided(i.e.content)(4)theperceivedimptanceofthetrainingtotheganization(TharenouSaksMoe2007).Cronetal.(2005)suggestthattypicalsalespersontrai

6、ningprogramscanalsovaryalongthefollowingdimensions:?stardization(i.e.commontoallsalespeople)?topdown(i.e.managementdecides)?mated(i.e.nonvoluntary)?structured(i.e.fmalcentralized)Nextusingdatafromasurveyof828salespeoplew

7、etestthesehypothesesfindsupptfmostofthem.HypothesisDevelopmentTrainingacteristicsthePerceivedEffectivenessofTrainingProvidingtrainingtoindividualsbefestressfuleventssuchaschangeareintroducedintotheganizationisaproactivea

8、pproachthatmayhelppreventinterpersonalconflictamongcolleagues(CooperDeweO’Driscoll2001).Researchhasfoundthatemployeesneedtospendtimewithanewtechnologybefetheyfeelthattheyhavemasteredit(ConnerRumelt1991).Howeverpreviousre

9、searchhasnotexaminedemployeesensitivitytothetimingoftraininginachangeimplementationcontext.Timelinessisdefinedasthedegreetowhichthesalespersonfeelsthatheshereceivedchangerelatedtrainingatanopptunetimerelativetothepushfch

10、angeattheirbranch.SwansonPower(2001)suggestthatenablingactionsthatprovidefunctionalcopingskillsleadstomefavablefeedbackontheinterventionthechange.Inthecontextunderstudysalespeopleatdifferentbranchesevenwithinthesamebranc

11、hreceivedtrainingatdifferenttimes.Somesalespeopleinterviewedduringtheexplatyphaseofthisprojectcomplainedthattrainingwasnottimely.Onesalespersoncommented:The[salespeople]don’tpush[onlinesales]asmuchbecausetheydon’tknowmuc

12、haboutit....Theyarenottrainedinit.Theyarehesitant.Iamreceivingmytrainingnowfthefirsttime—fouryearsafterthefact!Basedonourqualitativedataweexpectapositivecrelationbetweenperceivedtimelinessofthetrainingevaluationsoftraini

13、ngeffectiveness.Trainingeffectivenessreferstothedegreetowhichthesalespeopleperceivethetrainingasprovidingusefulinfmationskillsrelatedtothechange.ThuswepositthatHypothesis1:Timelinessofchangerelatedtrainingwillbepositivel

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