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A competitive path to cohesion: multilevel effects of competitiveness in the sales force 凝聚力的竞争路径:销售队伍竞争力的多层次效应
IF 4.4 Q1 Business, Management and Accounting Pub Date : 2023-02-07 DOI: 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.
摘要销售往往与竞争力联系在一起,这导致许多学者将特质竞争力作为销售人员绩效的驱动因素进行研究。然而,也有人认为,竞争力会导致工作环境缺乏凝聚力,这可能会对企业及其利益相关者产生不利影响。作者首先利用从一家大公司86个办公室的358名销售人员那里获得的多层次、多源数据进行了实地研究,探讨了这种二分法。使用Mplus,作者采用1-2-1多水平模型来测试特质竞争力对工作团队凝聚力的影响,以及随后对销售业绩和营业额的影响。研究结果显示,特质竞争力与工作团队凝聚力之间存在惊人的正相关关系,后者降低了离职的可能性。因此,特质竞争力通过工作团队凝聚力对降低营业额具有间接影响,同时对销售业绩具有直接和积极影响。后续的定性研究结果表明,特质竞争力和工作团队凝聚力之间的正相关关系可归因于销售组织内个人的竞争焦点(即人际、群体间或个人内部)。总的来说,这项工作表明,组织既可以拥有有竞争力的销售人员,也可以拥有有凝聚力的工作环境,为销售产出和营业额做出有益贡献。
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引用次数: 4
Treating top salespeople like superstars: the role of an informal sales climate in boosting sales output 像对待超级明星一样对待顶级销售人员:非正式销售氛围在提高销售产出中的作用
IF 4.4 Q1 Business, Management and Accounting Pub Date : 2023-01-06 DOI: 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.
摘要:作者研究了非正式销售气候的概念——一种以认可、尊重和地位等形式为销售人员提供非正式奖励的工作环境——并探讨了它作为一种非正式控制机制在推动销售成果方面的作用。他们使用了一个两层模型,其中包含来自68个组织单位的626名销售人员的客观销售数据,他们经验地评估了它与类似的正式控制的关系,即组织实施的正式方法,也就是评估和奖励销售人员的销售产出。此外,本研究还探讨了偶然性——特别是变革型领导的作用和组织单位的规模——在决定上述组织氛围的有效性方面的作用。结果表明,非正式的销售氛围,作为一种非正式的控制,确实对增加销售人员的销售产出做出了独特的贡献,超过了正式控制的影响。然而,这两种控制机制并不相互作用。变革型领导极大地增强了非正式销售氛围的积极影响,就像组织单位的规模一样。为了证明这种组织氛围的重要性,该研究证明了测量它的合理性,并提供了可用于此目的的尺度。
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引用次数: 2
Leadership transition and journal advancements 领导换届和期刊进步
IF 4.4 Q1 Business, Management and Accounting Pub Date : 2023-01-02 DOI: 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
首先,我必须说,作为《个人销售与销售管理杂志》的新任主编,我感到既荣幸又荣幸。我相信,该杂志在过去几年中得到的指导和指导使我们在推进销售研究方面处于极具竞争力的地位。Nick Lee、Doug Hughes、Manfred Kraft、Mike Ahearne、Greg Marshall以及可以说最重要的总编辑Valerie Good(本社论下一部分的特约作者)所做的工作为该杂志在不久的将来取得巨大成功做好了准备。当编辑来来往往时,我们的总编辑Valerie一直是该杂志的主要编辑,通过多次编辑转换,创造了一致性,并确保了质量。如果我们不承认那些支持该杂志的人,我们将是失职的。不可能提到所有支持销售研究领域努力的人;但是,重要的是要表彰和感谢另外两位为《华尔街日报》做出巨大贡献的人。首先,Dawn Deeter(堪萨斯州立大学)多年来一直担任该杂志的摘要编辑。她最近辞去了这个角色,但她在这个职位上的无数个小时不应该被忽视。我们都感谢你们的时间和奉献精神。其次,杰西卡·奥吉尔维(马奎特大学)宣布,她将辞去我们数字空间的编辑职务。她为我们认为的期刊前进的竞争优势奠定了基础。谢谢你们两个!在我们深入探讨该杂志未来的细节之前,重要的是就我们认为对JPSSM持续成功至关重要的内容发表几点简短的声明。首先,我们可以为您服务。请毫不犹豫地联系团队中的任何人,讨论您的研究想法、手稿或在审查过程中有效的方法。我们的新结构应该提供更有意义的、发展性的反馈,并使我们更容易被所有作者访问。对于阅读这篇文章的早期学者来说,请记住,你不需要独自完成这段旅程。我们在这里帮助你,希望看到你成功。第二,我们想看看你的研究。显然,我们希望提交高质量的论文,但我们也希望看到更多的销售论文在《个人销售与销售管理杂志》(JPSSM)上发表,而不是其他竞争期刊。在决定将您的作品提交给何处时,我们恳请您将JPSSM视为您进行个人销售和销售管理相关研究的第一个渠道。期刊状态
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引用次数: 4
Exploring changes in organizational purchasing behaviors brought about by COVID-19 as a catalyst for new directions in sales research 探索新冠疫情给组织采购行为带来的变化,推动销售研究新方向
IF 4.4 Q1 Business, Management and Accounting Pub Date : 2022-11-17 DOI: 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.
COVID-19大流行对商业世界的破坏和最终持久影响是前所未有的。虽然关于COVID-19对销售人员和销售组织整体的具体影响有很多讨论,但很少有学术调查关注大流行对买方-销售人员二元关系的“另一方”(即B2B买家)的影响。这项研究旨在填补这一空白,为新冠疫情后B2B买家决策中出现的变化提供初步见解。通过定性访谈和探索性调查(目的是在不同行业和背景下推广初步发现),我们的研究结果表明,在以下领域出现了重大变化:(1)组织购买过程,(2)买家如何获取信息,(3)买家和销售人员如何互动。我们通过一系列更详细的子主题来扩展这些核心主题。研究结果为新常态下的B2B销售相关研究提供了新的相关途径。因此,提出了广泛的未来研究方向。
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引用次数: 4
Starting conversations with new customers: a research note on the moderating effect of experience on responses to small talk 与新客户开始对话:关于体验对闲聊反应调节作用的研究报告
IF 4.4 Q1 Business, Management and Accounting Pub Date : 2022-10-28 DOI: 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.
摘要在本研究报告中,我们探讨了销售人员何时应该开始与新客户进行闲聊。在与客户的初次会面中,销售人员可以选择从与任务无关的话题开始,打破僵局,也可以直接进入业务并提供与任务相关的信息。这两种方法都得到了不同文献流的一些支持,目前尚不清楚哪种方法是最好的。在分别对399名和365名受访者进行的两项实验中,我们比较了客户对初次会议期间销售人员发起的闲聊和任务谈话的反应。我们考虑客户以前在产品类别方面的经验水平是否会调节这种影响,并探索为什么会发生这种情况的解释机制。调查结果表明,客户对闲聊和任务谈话的反应因其体验水平而异。当销售人员开始闲聊时,新手客户与销售人员做生意的意愿会增加,因为闲聊会让他们感觉更舒服。我们得出的结论是,销售人员应该考虑客户的经验水平,并相应地调整他们的沟通策略。
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引用次数: 3
Using the power of machine learning in sales research: process and potential 在销售研究中使用机器学习的力量:过程和潜力
IF 4.4 Q1 Business, Management and Accounting Pub Date : 2022-10-28 DOI: 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.
本研究通过数据挖掘和机器学习算法的应用,解决了提高销售研究的准确性、范围和价值的潜力。通过检查先前的研究,确定改进的机会,并评估可以从机器学习中受益的差距,销售研究人员和管理人员更容易获得研究和应用。机器学习可以解决重要的销售研究问题,这些问题无法像传统研究方法那样精确或高效地回答。本研究通过一个应用于基于行为、态度和人口统计数据的销售人员绩效预测的例子,展示了该方法的好处。这包括未来的研究思路、用例,以及机器学习可以促进销售研究和管理的应用。机器学习和预测分析方法有多种应用,包括B2C和B2B市场环境以及公司和独立销售团队。
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引用次数: 1
Patience, consideration and responsibility (P.C.R.): emerging psychological capacities for coping with crisis and persistent changes in personal selling 耐心、考虑和责任(P.C.R.):应对危机的新兴心理能力和个人销售的持续变化
IF 4.4 Q1 Business, Management and Accounting Pub Date : 2022-10-21 DOI: 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.
摘要新冠肺炎疫情改变了买家的担忧,并导致对金融产品等高参与度商品的需求更加复杂。这些变化似乎在新冠疫情之后会持续下去。此外,其他不可预见的事件,尽管可能没有疫情那么普遍,但随时都可能发生。在这种情况下,销售人员保持敏锐的心理能力对于克服挑战和前进至关重要。这项研究强调了新出现的心理能力,这些能力有助于销售人员应对新冠肺炎大流行后的新工作环境,以及应对其他不可预见的事件,并确定了发展这些心理能力的方法。对20名销售人员的深入采访结果表明,耐心(P)、体贴(C)和责任感(R)是新出现的心理能力,激励销售人员在疫情期间和之后取得积极成果。这些能力可以通过锻炼激情和目标、感恩、长期思考、自我反思和自我同情来发展。我们发现P.C.R.框架符合现有的心理资本(PsyCap)模型,通过提出一个具有销售人员在新冠肺炎后个人销售环境中取得成功所需的新兴心理能力的框架,为我们理解PsyCap提供了细微差别。并对本研究的局限性和未来的研究方向进行了讨论。
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引用次数: 6
Persisting changes in sales due to global pandemic challenges 由于全球流行病的挑战,销售持续变化
IF 4.4 Q1 Business, Management and Accounting Pub Date : 2022-10-21 DOI: 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.
摘要全球卫生疫情给企业和社会带来了许多挑战,迫使组织和销售人员转向,改变销售策略,加快数字化转型,并适应未来的“新常态”。由于疫情造成的一些变化可能会持续到后疫情时代,我们提出了以下问题:个人销售和销售管理是如何转变的?我们学到了什么?我们该何去何从?我们确定了趋势,并将其分为六个更广泛的主题,包括销售战略、销售队伍设计、技术、领导力、销售人员健康和客户参与。每个更广泛的主题都包括多个未来的研究问题,这些问题涉及国际化、风险管理、销售支持、人工智能、动机、道德、心理健康问题、买卖关系等子主题。我们首先强调该领域的当前研究,并以这些未来的研究方向结束,以激励正在进行的研究,为学术和实践提供信息和变革。
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引用次数: 9
An institutional logics perspective on salesperson responses to environmental disruptions 从制度逻辑角度看销售人员对环境破坏的反应
IF 4.4 Q1 Business, Management and Accounting Pub Date : 2022-10-03 DOI: 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.
基于制度逻辑的视角,以及对21名第一波和11名第二波销售人员的采访,我们提供了一个销售人员应对新冠肺炎导致的销售领域变化的框架。我们发现,销售人员承认,疫情可能会导致一种新的主导逻辑(即指导整个领域销售人员行为的信念体系、原则、不成文的规则和做法),这种逻辑与以前的逻辑不同。与制度逻辑观点一致,我们发现支持销售人员选择(1)反对新逻辑,(2)遵守新逻辑,或(3)新旧方法混合。我们发现,销售人员改变行为以适应新逻辑的程度和性质,可以通过他们是将这种颠覆视为需求还是机遇来解释。然而,包括组织支持和销售人员对自己能力的认知在内的因素可能会在中断被视为新的工作需求时起到缓冲作用。我们还发现,职业生涯早期的销售人员更容易接受新的逻辑。
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引用次数: 5
Personal selling and sales management abstracts 个人销售与销售管理摘要
IF 4.4 Q1 Business, Management and Accounting Pub Date : 2022-10-03 DOI: 10.1080/08853134.2022.2126849
Stephanie M. Mangus
and
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引用次数: 0
期刊
Journal of Personal Selling & Sales Management
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