DYSFUNCTIONAL BEHAVIOR AND MANAGEMENT CONTROL - AN EMPIRICAL-STUDY OF MARKETING MANAGERS

This paper reports the results of a study that developed and tested a causal model of dysfunctional behavior among a large sample of marketing managers. The results indicate that three contextual variables (goal congruence, perceived peer dysfunctional behavior and information asymmetry between superiors and subordinates) predict, in varying degrees, the extent of person-role conflict and job tension experienced by the manager. In turn, role conflict increases job tension and job tension increases the extent of dysfunctional behavior. However, no effects for the person-role conflict/dysfunctional behavior link were found.