Pub Date : 2023-02-07DOI: 10.1080/08853134.2023.2170237
Alec Pappas, Wyatt A. Schrock, Manoshi Samaraweera, Willy Bolander
Abstract Selling is often associated with competitiveness, which has led many scholars to examine trait competitiveness as a driver of salesperson performance. However, it is also suggested that competitiveness contributes to less cohesive work environments which can have adverse effects on firms and their stakeholders. The authors explore this dichotomy by first conducting a field study utilizing multilevel, multisource data acquired from 358 salespeople working at 86 offices of a large company. Using Mplus, the authors employ a 1-2-1 multilevel model to test the effects of trait competitiveness on work group cohesion, along with subsequent effects on sales performance and turnover. Findings reveal a surprising positive relationship between trait competitiveness and work group cohesion, with the latter reducing turnover likelihood. Thus, trait competitiveness has indirect effects, through work group cohesion, in reducing turnover, while having direct and positive effects on sales performance. Results of a follow-up qualitative study reveal that the positive relationship between trait competitiveness and work group cohesion can be attributed to the competitive focus (i.e. interpersonal, intergroup, or intrapersonal) of the individuals within the sales organization. Overall, this work shows that organizations can have both competitive salespeople and cohesive work environments, contributing beneficially toward sales output and turnover.
{"title":"A competitive path to cohesion: multilevel effects of competitiveness in the sales force","authors":"Alec Pappas, Wyatt A. Schrock, Manoshi Samaraweera, Willy Bolander","doi":"10.1080/08853134.2023.2170237","DOIUrl":"https://doi.org/10.1080/08853134.2023.2170237","url":null,"abstract":"Abstract Selling is often associated with competitiveness, which has led many scholars to examine trait competitiveness as a driver of salesperson performance. However, it is also suggested that competitiveness contributes to less cohesive work environments which can have adverse effects on firms and their stakeholders. The authors explore this dichotomy by first conducting a field study utilizing multilevel, multisource data acquired from 358 salespeople working at 86 offices of a large company. Using Mplus, the authors employ a 1-2-1 multilevel model to test the effects of trait competitiveness on work group cohesion, along with subsequent effects on sales performance and turnover. Findings reveal a surprising positive relationship between trait competitiveness and work group cohesion, with the latter reducing turnover likelihood. Thus, trait competitiveness has indirect effects, through work group cohesion, in reducing turnover, while having direct and positive effects on sales performance. Results of a follow-up qualitative study reveal that the positive relationship between trait competitiveness and work group cohesion can be attributed to the competitive focus (i.e. interpersonal, intergroup, or intrapersonal) of the individuals within the sales organization. Overall, this work shows that organizations can have both competitive salespeople and cohesive work environments, contributing beneficially toward sales output and turnover.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"43 1","pages":"222 - 240"},"PeriodicalIF":4.4,"publicationDate":"2023-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46702232","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-06DOI: 10.1080/08853134.2022.2138901
Manoshi Samaraweera, B. Gelb, Willy Bolander, William J. Zahn
Abstract The authors examine the concept of an informal sales climate—a work environment with informal rewards in the form of recognition, respect, and status for salespeople producing high sales numbers—and explore its effects as an informal control mechanism in driving sales outcomes. Using a two-level model with objective sales data from 626 salespeople working in 68 organizational units, they empirically assess its effects in relation to analogous formal controls, that is, formal methods implemented by the organization to also evaluate and reward salespeople’s sales output. Further, the study explores contingencies—specifically the role of transformational leadership and the size of the organizational unit—in determining the efficacy of said organizational climate. Results show that an informal sales climate, as an informal control, does indeed make a unique contribution toward increasing salespeople’s sales output, above and beyond the impact of formal controls. The two control mechanisms, however, do not interact with each other. Transformational leadership greatly enhances the positive effect of an informal sales climate, as does the size of the organizational unit. In demonstrating the importance of this organizational climate, the study justifies measuring it and provides a scale that can be used for this purpose.
{"title":"Treating top salespeople like superstars: the role of an informal sales climate in boosting sales output","authors":"Manoshi Samaraweera, B. Gelb, Willy Bolander, William J. Zahn","doi":"10.1080/08853134.2022.2138901","DOIUrl":"https://doi.org/10.1080/08853134.2022.2138901","url":null,"abstract":"Abstract The authors examine the concept of an informal sales climate—a work environment with informal rewards in the form of recognition, respect, and status for salespeople producing high sales numbers—and explore its effects as an informal control mechanism in driving sales outcomes. Using a two-level model with objective sales data from 626 salespeople working in 68 organizational units, they empirically assess its effects in relation to analogous formal controls, that is, formal methods implemented by the organization to also evaluate and reward salespeople’s sales output. Further, the study explores contingencies—specifically the role of transformational leadership and the size of the organizational unit—in determining the efficacy of said organizational climate. Results show that an informal sales climate, as an informal control, does indeed make a unique contribution toward increasing salespeople’s sales output, above and beyond the impact of formal controls. The two control mechanisms, however, do not interact with each other. Transformational leadership greatly enhances the positive effect of an informal sales climate, as does the size of the organizational unit. In demonstrating the importance of this organizational climate, the study justifies measuring it and provides a scale that can be used for this purpose.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"43 1","pages":"207 - 221"},"PeriodicalIF":4.4,"publicationDate":"2023-01-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48079165","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-01-02DOI: 10.1080/08853134.2023.2167085
Adam Rapp, Valerie Good
I must first say that I am both honored and privileged to be taking over the reigns as the new Editor-in-Chief for the Journal of Personal Selling and Sales Management. I believe that the direction and guidance the journal has received over the past years places us in an extremely competitive position for the advancement of sales research. The work done by Nick Lee, Doug Hughes, Manfred Kraft, Mike Ahearne, Greg Marshall, and arguably most importantly, Managing Editor – Valerie Good (a contributing author to the next section of this editorial) has poised the journal for huge success in the near future. While editors come and go, our managing editor, Valerie, has a been a staple for the journal and has created consistency and ensured quality year-over-year through multiple editor transitions. We would be remiss to not acknowledge the individuals who support the journal beyond those mentioned above. It is impossible to mention all of those who are supporting the efforts in the sales research domain; but, it is important to recognize and thank two additional individuals who have demonstrated a great deal of service to the journal. First, Dawn Deeter (Kansas State University) has been the abstract editor for the journal for years. She has recently stepped down from this role, but her countless hours in this position should not go unnoticed. We all thank you for your time and dedication. Second, Jessica Ogilvie (Marquette University) has announced that she will be leaving her role as the editor within our digital space. She has laid the groundwork for what we believe to be a competitive advantage for the journal moving forward. Thank you to both! Before we dive into the specifics of the future of the journal, it is important to make just a few short statements on what we believe is important for JPSSM to have continued success. First, we are available to you. Please do not hesitate to reach out to anyone on the team to discuss your research ideas, manuscripts, or ways to be effective in the review process. Our new structure should provide more meaningful, developmental feedback and enable us to be more accessible to all authors. For early scholars reading this article, please keep in mind that you do not need to make this journey alone. We are here to help you and want to see you succeed. Second, we want to see your research. Obviously, we want quality submissions, but we also want to see more sales papers published within the Journal of Personal Selling and Sales Management (JPSSM) outlet rather than other competing journals. When deciding where to submit you work, we respectfully request that you consider JPSSM as your first outlet for personal selling and sales management-related research. State of the journal
{"title":"Leadership transition and journal advancements","authors":"Adam Rapp, Valerie Good","doi":"10.1080/08853134.2023.2167085","DOIUrl":"https://doi.org/10.1080/08853134.2023.2167085","url":null,"abstract":"I must first say that I am both honored and privileged to be taking over the reigns as the new Editor-in-Chief for the Journal of Personal Selling and Sales Management. I believe that the direction and guidance the journal has received over the past years places us in an extremely competitive position for the advancement of sales research. The work done by Nick Lee, Doug Hughes, Manfred Kraft, Mike Ahearne, Greg Marshall, and arguably most importantly, Managing Editor – Valerie Good (a contributing author to the next section of this editorial) has poised the journal for huge success in the near future. While editors come and go, our managing editor, Valerie, has a been a staple for the journal and has created consistency and ensured quality year-over-year through multiple editor transitions. We would be remiss to not acknowledge the individuals who support the journal beyond those mentioned above. It is impossible to mention all of those who are supporting the efforts in the sales research domain; but, it is important to recognize and thank two additional individuals who have demonstrated a great deal of service to the journal. First, Dawn Deeter (Kansas State University) has been the abstract editor for the journal for years. She has recently stepped down from this role, but her countless hours in this position should not go unnoticed. We all thank you for your time and dedication. Second, Jessica Ogilvie (Marquette University) has announced that she will be leaving her role as the editor within our digital space. She has laid the groundwork for what we believe to be a competitive advantage for the journal moving forward. Thank you to both! Before we dive into the specifics of the future of the journal, it is important to make just a few short statements on what we believe is important for JPSSM to have continued success. First, we are available to you. Please do not hesitate to reach out to anyone on the team to discuss your research ideas, manuscripts, or ways to be effective in the review process. Our new structure should provide more meaningful, developmental feedback and enable us to be more accessible to all authors. For early scholars reading this article, please keep in mind that you do not need to make this journey alone. We are here to help you and want to see you succeed. Second, we want to see your research. Obviously, we want quality submissions, but we also want to see more sales papers published within the Journal of Personal Selling and Sales Management (JPSSM) outlet rather than other competing journals. When deciding where to submit you work, we respectfully request that you consider JPSSM as your first outlet for personal selling and sales management-related research. State of the journal","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"43 1","pages":"1 - 4"},"PeriodicalIF":4.4,"publicationDate":"2023-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42237481","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-17DOI: 10.1080/08853134.2022.2132398
Leff Bonney, Lisa Beeler, Nawar N. Chaker
Abstract The COVID-19 pandemic’s disruption and ultimate lasting impact on the business world is unprecedented. While there has been much discussion about the specific impact that COVID-19 has had on salespeople and sales organizations as a whole, very little academic investigation has been focused on the impact of the pandemic in terms of the ‘other side’ of the buyer-salesperson dyad–namely, B2B buyers. This research aims to fill this void by providing initial insights into the changes that have emerged post COVID-19 in B2B buyer decision-making. Using qualitative interviews and an exploratory survey (with the goal of generalizing the initial findings across industries and contexts), our findings suggest that significant changes have emerged in the areas of (1) the organizational buying process, (2) how buyers source information, and (3) how buyers and salespeople interact. We expand on these core themes via a list of more detailed subthemes. The results serve as a catalyst for new and relevant avenues for sales related research regarding B2B in the new normal. Consequently, extensive future research directions are proposed.
{"title":"Exploring changes in organizational purchasing behaviors brought about by COVID-19 as a catalyst for new directions in sales research","authors":"Leff Bonney, Lisa Beeler, Nawar N. Chaker","doi":"10.1080/08853134.2022.2132398","DOIUrl":"https://doi.org/10.1080/08853134.2022.2132398","url":null,"abstract":"Abstract The COVID-19 pandemic’s disruption and ultimate lasting impact on the business world is unprecedented. While there has been much discussion about the specific impact that COVID-19 has had on salespeople and sales organizations as a whole, very little academic investigation has been focused on the impact of the pandemic in terms of the ‘other side’ of the buyer-salesperson dyad–namely, B2B buyers. This research aims to fill this void by providing initial insights into the changes that have emerged post COVID-19 in B2B buyer decision-making. Using qualitative interviews and an exploratory survey (with the goal of generalizing the initial findings across industries and contexts), our findings suggest that significant changes have emerged in the areas of (1) the organizational buying process, (2) how buyers source information, and (3) how buyers and salespeople interact. We expand on these core themes via a list of more detailed subthemes. The results serve as a catalyst for new and relevant avenues for sales related research regarding B2B in the new normal. Consequently, extensive future research directions are proposed.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"42 1","pages":"339 - 357"},"PeriodicalIF":4.4,"publicationDate":"2022-11-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43890580","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-28DOI: 10.1080/08853134.2022.2128813
Hillary J. D. Wiener, Karen Flaherty, Josh L. Wiener
Abstract In this research note, we explore when salespeople should begin conversations with new customers with small talk. During initial meetings with customers, salespeople can choose to begin with small talk about topics not related to the task to break the ice or they can move straight to business and provide task-relevant information. Both approaches have garnered some support from different literature streams, and it remains unclear which approach is best. In two experiments with 399 and 365 respondents respectively, we compare customers’ responses to small talk versus task talk initiated by salespeople during an initial meeting. We consider whether the customer’s previous level of experience with the offering category moderates the effects and explore an explanatory mechanism for why this occurs. Findings indicate that customers’ responses to small talk versus task talk vary depending on their level of experience. When the salesperson starts with small talk, novice customers’ intentions to do business with the salesperson increase because small talk makes them feel more comfortable. We conclude that salespeople should consider a customers’ level of experience and adapt their communication tactics accordingly.
{"title":"Starting conversations with new customers: a research note on the moderating effect of experience on responses to small talk","authors":"Hillary J. D. Wiener, Karen Flaherty, Josh L. Wiener","doi":"10.1080/08853134.2022.2128813","DOIUrl":"https://doi.org/10.1080/08853134.2022.2128813","url":null,"abstract":"Abstract In this research note, we explore when salespeople should begin conversations with new customers with small talk. During initial meetings with customers, salespeople can choose to begin with small talk about topics not related to the task to break the ice or they can move straight to business and provide task-relevant information. Both approaches have garnered some support from different literature streams, and it remains unclear which approach is best. In two experiments with 399 and 365 respondents respectively, we compare customers’ responses to small talk versus task talk initiated by salespeople during an initial meeting. We consider whether the customer’s previous level of experience with the offering category moderates the effects and explore an explanatory mechanism for why this occurs. Findings indicate that customers’ responses to small talk versus task talk vary depending on their level of experience. When the salesperson starts with small talk, novice customers’ intentions to do business with the salesperson increase because small talk makes them feel more comfortable. We conclude that salespeople should consider a customers’ level of experience and adapt their communication tactics accordingly.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"43 1","pages":"195 - 206"},"PeriodicalIF":4.4,"publicationDate":"2022-10-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44702256","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-28DOI: 10.1080/08853134.2022.2128812
C. Glackin, Murat Adıvar
Abstract This study addresses the potential for improving the accuracy, scope, and value of sales research through the application of data mining and machine learning algorithms. By examining prior research, identifying opportunities for improvement, and assessing gaps that can benefit from machine learning, research and application are made more accessible for sales researchers and managers. Machine learning can address important sales research questions that cannot be answered with the same accuracy or efficiency as traditional research methods. This study demonstrates the benefits of the methods through an example of application to the prediction of salesforce performance based on behavioral, attitudinal, and demographic data. This includes future research ideas, usage cases, and applications where machine learning could advance sales research and management. Machine learning and predictive analytics methods have multiple applications, including in B2C and B2B market contexts and for companies and independent sales teams.
{"title":"Using the power of machine learning in sales research: process and potential","authors":"C. Glackin, Murat Adıvar","doi":"10.1080/08853134.2022.2128812","DOIUrl":"https://doi.org/10.1080/08853134.2022.2128812","url":null,"abstract":"Abstract This study addresses the potential for improving the accuracy, scope, and value of sales research through the application of data mining and machine learning algorithms. By examining prior research, identifying opportunities for improvement, and assessing gaps that can benefit from machine learning, research and application are made more accessible for sales researchers and managers. Machine learning can address important sales research questions that cannot be answered with the same accuracy or efficiency as traditional research methods. This study demonstrates the benefits of the methods through an example of application to the prediction of salesforce performance based on behavioral, attitudinal, and demographic data. This includes future research ideas, usage cases, and applications where machine learning could advance sales research and management. Machine learning and predictive analytics methods have multiple applications, including in B2C and B2B market contexts and for companies and independent sales teams.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"43 1","pages":"178 - 194"},"PeriodicalIF":4.4,"publicationDate":"2022-10-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42223755","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-21DOI: 10.1080/08853134.2022.2130344
Soo Yeong Ewe, Helen Hui Ping Ho
Abstract The COVID-19 pandemic altered buyers’ concerns and resulted in more complex demand for high-involvement goods, such as financial products. These changes seem likely to persist after the pandemic. Additionally, other unforeseen events, although likely not as pervasive as the pandemic, could occur at any time. In this context, the ability of salespeople to keep their mental abilities sharp is vital in overcoming challenges and moving forward. This study highlights the emerging psychological capacities that help salespeople cope with new work circumstances following the COVID-19 pandemic, as well as dealing with other unforeseen events, and identifies ways to develop these psychological capabilities. Findings from in-depth interviews with 20 salespeople suggest that patience (P), consideration (C), and responsibility (R) are the emerging psychological capacities that motivate salespeople to achieve positive outcomes during and after the pandemic. These capacities can be developed through the exercise of passion and purpose, gratitude, long-term thinking, self-reflection, and self-compassion. We found the P.C.R. framework to fit the existing psychological capital (PsyCap) model, providing nuances to our understanding of PsyCap by proposing a framework with the emerging psychological capacities that salespeople require to succeed in the post-COVID personal selling environment. The study’s limitations and future research directions are also discussed.
{"title":"Patience, consideration and responsibility (P.C.R.): emerging psychological capacities for coping with crisis and persistent changes in personal selling","authors":"Soo Yeong Ewe, Helen Hui Ping Ho","doi":"10.1080/08853134.2022.2130344","DOIUrl":"https://doi.org/10.1080/08853134.2022.2130344","url":null,"abstract":"Abstract The COVID-19 pandemic altered buyers’ concerns and resulted in more complex demand for high-involvement goods, such as financial products. These changes seem likely to persist after the pandemic. Additionally, other unforeseen events, although likely not as pervasive as the pandemic, could occur at any time. In this context, the ability of salespeople to keep their mental abilities sharp is vital in overcoming challenges and moving forward. This study highlights the emerging psychological capacities that help salespeople cope with new work circumstances following the COVID-19 pandemic, as well as dealing with other unforeseen events, and identifies ways to develop these psychological capabilities. Findings from in-depth interviews with 20 salespeople suggest that patience (P), consideration (C), and responsibility (R) are the emerging psychological capacities that motivate salespeople to achieve positive outcomes during and after the pandemic. These capacities can be developed through the exercise of passion and purpose, gratitude, long-term thinking, self-reflection, and self-compassion. We found the P.C.R. framework to fit the existing psychological capital (PsyCap) model, providing nuances to our understanding of PsyCap by proposing a framework with the emerging psychological capacities that salespeople require to succeed in the post-COVID personal selling environment. The study’s limitations and future research directions are also discussed.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"42 1","pages":"392 - 405"},"PeriodicalIF":4.4,"publicationDate":"2022-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46701442","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-21DOI: 10.1080/08853134.2022.2132399
Valerie Good, E. Pullins, Maria Rouziou
Abstract The global health pandemic triggered many challenges for businesses and society, forcing organizations and salespeople alike to pivot, alter their sales strategies, accelerate their digital transformation, and adjust to a ‘new norm’ going forward. Since some of the changes wrought by the pandemic are likely to persist into the post pandemic era, we asked the questions, how has personal selling and sales management been transformed? What have we learned? And where do we go from here? We identified trends, which we categorized into six broader themes, including sales strategy, sales force design, technology, leadership, salesperson wellness, and customer engagement. Each broader theme includes multiple future research questions on sub-topics such as internationalization, risk management, sales enablement, artificial intelligence, motivation, ethics, mental health concerns, buyer-seller relationships, and more. We first begin by highlighting current research in the field and end with these future research directions to inspire ongoing investigations that will inform and transform both scholarship and practice.
{"title":"Persisting changes in sales due to global pandemic challenges","authors":"Valerie Good, E. Pullins, Maria Rouziou","doi":"10.1080/08853134.2022.2132399","DOIUrl":"https://doi.org/10.1080/08853134.2022.2132399","url":null,"abstract":"Abstract The global health pandemic triggered many challenges for businesses and society, forcing organizations and salespeople alike to pivot, alter their sales strategies, accelerate their digital transformation, and adjust to a ‘new norm’ going forward. Since some of the changes wrought by the pandemic are likely to persist into the post pandemic era, we asked the questions, how has personal selling and sales management been transformed? What have we learned? And where do we go from here? We identified trends, which we categorized into six broader themes, including sales strategy, sales force design, technology, leadership, salesperson wellness, and customer engagement. Each broader theme includes multiple future research questions on sub-topics such as internationalization, risk management, sales enablement, artificial intelligence, motivation, ethics, mental health concerns, buyer-seller relationships, and more. We first begin by highlighting current research in the field and end with these future research directions to inspire ongoing investigations that will inform and transform both scholarship and practice.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"42 1","pages":"317 - 323"},"PeriodicalIF":4.4,"publicationDate":"2022-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43560688","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-03DOI: 10.1080/08853134.2022.2120489
Karen Flaherty, Curtis S. Schroeder
Abstract Drawing on the institutional logics perspective and evidence from 21 first wave and 11 second wave interviews with sales professionals, we offer a framework of salesperson responses to changes occurring in the sales field due to COVID-19. We find that salespeople acknowledge that the pandemic could lead to a new dominant logic (i.e., belief systems, principles, unwritten rules, and practices that guide behavior of sales professionals across the field) that differs from the previous logic. Consistent with the institutional logics perspective, we find support that salespeople choose to either (1) defy the new logic, (2) comply with the new logic, or (3) blend both new and old approaches. We find that the extent and nature to which salespeople change their behavior(s) to align with a new logic can be explained by whether they cast the disruption as a demand or an opportunity. However, factors including organizational support and salesperson perceptions of their own capabilities may serve as a buffer when disruptions are perceived as new job demands. We also find that early career salespeople are more likely to accept new logics.
{"title":"An institutional logics perspective on salesperson responses to environmental disruptions","authors":"Karen Flaherty, Curtis S. Schroeder","doi":"10.1080/08853134.2022.2120489","DOIUrl":"https://doi.org/10.1080/08853134.2022.2120489","url":null,"abstract":"Abstract Drawing on the institutional logics perspective and evidence from 21 first wave and 11 second wave interviews with sales professionals, we offer a framework of salesperson responses to changes occurring in the sales field due to COVID-19. We find that salespeople acknowledge that the pandemic could lead to a new dominant logic (i.e., belief systems, principles, unwritten rules, and practices that guide behavior of sales professionals across the field) that differs from the previous logic. Consistent with the institutional logics perspective, we find support that salespeople choose to either (1) defy the new logic, (2) comply with the new logic, or (3) blend both new and old approaches. We find that the extent and nature to which salespeople change their behavior(s) to align with a new logic can be explained by whether they cast the disruption as a demand or an opportunity. However, factors including organizational support and salesperson perceptions of their own capabilities may serve as a buffer when disruptions are perceived as new job demands. We also find that early career salespeople are more likely to accept new logics.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"42 1","pages":"377 - 391"},"PeriodicalIF":4.4,"publicationDate":"2022-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44767124","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-03DOI: 10.1080/08853134.2022.2126849
Stephanie M. Mangus
and
和
{"title":"Personal selling and sales management abstracts","authors":"Stephanie M. Mangus","doi":"10.1080/08853134.2022.2126849","DOIUrl":"https://doi.org/10.1080/08853134.2022.2126849","url":null,"abstract":"and","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"42 1","pages":"406 - 416"},"PeriodicalIF":4.4,"publicationDate":"2022-10-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43486589","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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