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This paper aims to present a concise review on the variant state-of-the-art dynamic task allocation strategies. It presents a thorough discussion about the existing dynamic task allocation strategies mainly with respect to the problem application, constraints, objective functions and uncertainty handling methods.

This paper briefs the introduction of multi-robot dynamic task allocation problem and discloses the challenges that exist in real-world dynamic task allocation problems. Numerous task allocation strategies are discussed in this paper, and it establishes the characteristics features between them in a qualitative manner. This paper also exhibits the existing research gaps and conducive future research directions in dynamic task allocation for multiple mobile robot systems.

This paper concerns the objective functions, robustness, task allocation time, completion time, and task reallocation feature for performance analysis of different task allocation strategies. It prescribes suitable real-world applications for variant task allocation strategies and identifies the challenges to be resolved in multi-robot task allocation strategies.

This paper provides a comprehensive review of dynamic task allocation strategies and incites the salient research directions to the researchers in multi-robot dynamic task allocation problems. This paper aims to summarize the latest approaches in the application of exploration problems.

The purpose of this study is twofold: to analyze sales managers’ person-focused and process-focused supervisory feedback as a potential goal-orientation antecedent, and to examine the relationship between different types of sales personnel goal orientations and two aspects of job performance: behavior-based and outcome-based. Based on previous sales motivation research, the authors look at the antecedents and outcomes of sales representatives’ goal orientation.

A cross-sectional survey design was used with a sample consisting of 326 pairs of sales reps and their supervisors. Average sales position tenure was 5.30 years.

Sales representatives’ performance-prove goal orientation (PPGO) can be triggered by positive person-focused feedback from their managers, and performance-avoid goal orientation (PAGO) can be triggered by negative person-focused feedback. A learning goal orientation (LGO) can be triggered by positive process-focused feedback. The authors also found that when job performance is broken down into outcome-based and behavior-based components, the process by which goal orientation influences performance is more easily determined. PPGO sales reps in the sample clearly focused more on outcome-based performance, while PAGO sales reps focused on behavior-based performance. LGO was only associated with behavior-based performance among the respondents, meaning that it cannot be used as a predictor of outcome-based performance.

First, a cross-sectional design may not be the best method for judging variable directions of causality. A longitudinal method is recommended for more detailed research. Second, the variance the authors noted in the three goal orientations may be due to impression management. Previous researchers have not addressed response bias regarding goal orientation; future researchers may want to add social desire response items to control for response bias from impression management.

The findings can help sales managers understand how their feedback styles can result in different types of goal orientation and different effort allocation in their sales staff. Managers interested in developing PPGO sales reps should offer more whole-person praise. Since negative person-focused feedback can trigger more conservative behaviors, they should use other approaches to criticizing their employees. If their goal is to promote individual learning in sales personnel, they will want to give process-focused feedback, either positive or negative.

This study contributes to the literature on the external influences of goal orientation, especially the effects of social (rather than institutional) factors in manager feedback on goal orientations among their sales staffs. To the authors’ knowledge, this is the first attempt to study relationships between three types of goal orientations and various performance dimensions. The data clarify the links between two types of performance (outcome- and behavior-based) and three types of goal orientations (PPGO, PAGO and LGO).

The effective management of sales organizations is important to managers of international marketing operations spanning multiple countries, but also to managers of local operations who may question the validity of many of the prescriptions of US‐based research. Studies sales management control in companies in Austria and the UK to contribute a European perspective on behaviour‐based control compared to outcome‐based control. Focuses on the pivotal role of the field sales manager compared to prior research at the salesperson and chief sales executive levels. Confirms the robustness of the behaviour‐based control in these international contexts, and also contributes a number of new insights to the general sales management control research literature. Identifies a number of important research directions in this important area, as well as implications for managers of international selling organizations.

The study aims to address a critical gap in existing healthcare payment schemes and care service pricing by recognizing the influential role of patients' decisions on self-management efforts. These decisions not only impact health outcomes but also shape the demand for care, subsequently influencing care costs. Despite the significance of this interplay, current payment schemes often overlook these dynamics. The research focuses on investigating the implications of a novel behavior-based payment scheme, designed to align incentives and establish a direct connection between patients' decisions and care costs. The primary objective is to comprehensively understand whether and how this innovative payment scheme structure influences key stakeholders, including patients, care providers, insurers and overall social welfare.

In this paper, we propose a game-theoretical model to incorporate the performance of self-management with the demand for healthcare service, compare the patient's effort decision for self-management and provider's price decision for healthcare service under a behavior-based scheme with that under two implemented widely payment schemes, that is, co-payment scheme and co-insurance scheme.

Our findings confirm that the behavior-based scheme incentives patient self-management more than current schemes while reducing their possibility of seeking healthcare service, which indirectly induces the provider to lower the price of the service. The stakeholders' utility under various payment schemes is sensitive to the cost of treatment and the perceived health utility of patients. Especially, patient health awareness is not always benefited provider profit, as it motivates patient self-management while diminishing the demand for care.

We provide a novel framework for characterizing behavior-based payment schemes. Our results confirm the need for modification of the current payment scheme to incentivize patient self-management.

Organizational citizenship behaviour (OCB) is discretionary employee behaviour that promotes organizational effectiveness, and has become recognized as an issue of potentially substantial importance in the management of sales operations. Identifies sales management control strategy as an important antecedent to salesperson OCB, which has been neglected in prior OCB research. Uncovers an important gender dimension in the display of OCB by salespeople, not previously investigated, and identifies an important relationship between sales manager gender and the OCB displayed by a sales unit or team, which is associated with the effectiveness of the sales unit. The findings have a number of important implications for managers concerned with enhancing sales organization effectiveness, as well as identifying a number of promising research directions.

The purpose of this paper is two‐fold: to examine two approaches buying firms can utilize to manage supplier quality; and to investigate the ways in which factors inherent in supply chain relationships affect the use of these approaches in supply chain quality management.

Drawing on agency theory, this paper proposes a conceptual framework that relates the underlying factors of a supply chain relationship to the use of quality management approaches. Two types of approaches, outcome‐based and behavior‐based, are discussed in terms of their focuses, purposes, and methods. Propositions are developed about the effects of these factors on the decisions buying firms make about supply chain quality management.

This study suggests that rather than relying on one generic supply chain quality management approach for all suppliers, firms need to choose different management mechanisms for different suppliers based on the salient attributes of individual suppliers and their relationships with the buyers. Five types of agency‐based factors are discussed. These factors – information asymmetry, goal conflict, risk aversion of suppliers, length of relationship, and task characteristics – can be expected to influence how firms design and manage their quality management systems for supply chains.

A better understanding of the distinction between outcome‐based and behavior‐based approaches helps managers evaluate which approach is best suited to managing the quality of their suppliers. The propositions pertaining to the key factors provide managers with some guidelines about the critical conditions they should consider when building their firm's supply chain quality management system.

Having an effective quality management system of a supply chain is essential for maintaining a smooth supply of high quality products and services to customers. However, little is known about how a firm should design this supply chain quality management system. The paper addresses this gap by applying agency theory to examine the two essential approaches to managing supplier quality and to explore the critical factors that should be taken into account when considering the appropriate approaches for different suppliers.

Competitiveness of pharmaceutical companies hugely depends on new knowledge because of ever-changing technologies and forefront of knowledge. Leadership styles appear to influence knowledge management behavior, but there has been little empirical research on employees' knowledge creation behavior as an outcome of leadership. The study examines how task-oriented leadership affects subordinates' knowledge creation behavior. Based on organismic integration theory (OIT), the study proposes that perception of competitive climate and achievement motivation can conduct as mediators.

Data were collected from 877 full-time working employees in five pharmaceutical companies in China. Participants answered demographic questions and completed the task-oriented leadership, perception of competitive climate, achievement motivation, as well as knowledge creation behavior scale. Structural equation modeling was used to test the hypothesized relationships.

The results review that task-oriented leadership will significantly promote subordinates' knowledge creation behavior. Perception of competitive climate and achievement motivation play mediator roles between task-oriented leadership and subordinates knowledge creation behavior. Perception of competitive climate and achievement motivation have a serial mediating effect between task-oriented leadership and subordinates knowledge creation behavior.

By adopting a task-oriented leadership style through training and development, leaders may stimulate employees more knowledge creation behaviors by transmitting the organization's vision, clarifying their work tasks and setting relatively high-performance standards. Then, organizations should establish a competition mechanism to promote competition among employees, while also preventing malicious competition. Finally, organizations should arouse employees' achievement motivation to stimulate their internal pursuit of success and needs.

Because of the improvement of information technology and the acceleration of knowledge dissemination, the need for new knowledge is becoming more and more urgent in organizations. Knowledge, as a resource that needs to be managed in an organizational environment, has regained researchers' attention. However, a flourishing number of studies explain the organizational knowledge management from the macro level, there is a need to explore how leaders influence their subordinates to create knowledge. From the perspective of extrinsic motivation internalization, this study’s findings contribute to the literature on task-oriented leadership and knowledge creation behavior and expand our understanding of why task-oriented leadership promotes subordinates' knowledge creation behavior.

The purpose of this paper is to present a model developed for emergent formation of multi‐unmanned aerial vehicles (UAVs) into functional teams that cooperatively complete a mission in which they search for specific mobile targets and escape obstacles.

The design and development of distributed UAVs simulator use agent‐based platform employing a decentralized control which follows the flocking behavior‐based design philosophy.

The results of the simulation indicate that the emergent behavior‐based search procedure for UAVs is autonomous, effective and robust. It is especially well suited for emergent teams to quickly solve dynamic teaming and task allocation.

The development of a UAV is expensive, and a small error in automatic control results in a crash. Therefore, the platform is useful to develop and verify the coordination behavior of UAVs through software simulation prior to real testing.

The proposed emergent behavior simulated environment is working on an agent‐based UAV simulated platform, and hence, it naturally adapts to the behavior of a distributed and concurrent situation. The authors' can easily improvise the execution environment without changing the UAV simulator.

Organizational climate is an essential dynamic to leverage in salesforce performance. This study aims to develop a model that explores the determinants of independent manufacturers’ representatives’ (i.e. IMRs’) intentions to comply with their principals’ requests for additional tasking. Using agency theory, the authors explore the application of behavior and outcome-based controls upon dyadic manufacturer-IMR relationships for these additional performance/task requests.

Data from over 1,000 US-based IMRs were used to test two constructs; inter-organizational climate and perceptions of mutual satisfaction within the agency-principal dyad. Compliance behaviors tested were IMRs’ intentions to engage in non-selling-related tasks and intentions to allocate additional selling time to principals’ products. The following four exogenous controls were tested: perceived goal congruence between IMRs and principals; IMRs’ perceptions of principals’ expertise; mutual communications between IMRs and principals in the supply chain dyad; resources and sales support programs provided by principals to IMRs; and IMRs’ perceptions of the adequacy and fairness of the principals’ compensation plans.

Two constructs – inter-organizational climate and perceptions of mutual satisfaction with the agency-principal dyad – mediated the effects of exogenous sales controls on two compliance behaviors. The model’s data were analyzed using Partial least squares structural equation modeling (PLS-SEM). A marker variable was deployed to check for common method variance also supported using the Partial least squares (PLS) factor solution. Most variables demonstrated significant direct and mediated effects on each compliance behavior. Variables that emphasized behavioral-based controls dominated intentions for IMRs to engage in non-selling tasks. The principal commission structure, the only sales outcome-based control in the study, most influenced IMRs’ intentions to commit additional sales time to their principals’ products.

This study only examined the intentions of IMRs to engage in additional selling activities and their intention to engage in non-selling tasks. Principals may desire longer-term commitments from IMRs. The model developed here can be modified to capture additional behavioral and attitudinal outcomes including, for example, the exit intentions of IMRs.

Principals are well-advised to foster a positive inter-organizational climate that fuels perceptions of mutually satisfying working relationships with their IMRs. These mutually satisfying working relationships can, by themselves, positively influence IMRs to acquiesce to reasonable requests made by principals. This advice appears to be particularly crucial when asking IMRs to engage in additional non-selling tasks. The total pattern of path estimates points to the conclusion that capable sales control plays an important role in fostering positive inter-organizational climates. The inter-organizational climate – mutual satisfaction link proved crucial as a mediator of the impact of sales controls on IMRs’ behavioral compliance intentions.

Knowing the impact of sales controls on IMR’s affords businesses the ability to use these controls for behavioral compliance intentions on non-selling tasks.

The study examines the effects of behavior-based and outcome-based control systems on service-sales ambidexterity, role conflict, emotional exhaustion and job performance in salespeople.

Data are collected from 704 salespeople in Ghana. The proposed hypotheses are tested through the structural equations modeling technique.

The study finds that both behavior-based and outcome-based controls have positive and significant effects on service-sales ambidexterity in salespeople. Similarly, the study discovers that service-sales ambidexterity has a positive and significant impact on both role conflict and emotional exhaustion in salespeople. The study also finds that role conflict and emotional exhaustion both have a negative impact on job performance. Finally, the study finds that salespeople's grit moderates the negative relationship between emotional exhaustion and job performance.

The results imply that while salespeople's service-sales ambidexterity may be beneficial to their individual and firm performance, it may also lead to role conflict and emotional exhaustion.

The current study demonstrates how control mechanisms can lead to service-sales ambidexterity in salespeople and how this can lead to role conflict and emotional exhaustion.