Pub Date : 2022-02-16DOI: 10.1080/08853134.2022.2037435
V. Vieira, Eli Jones, Valter da Silva Faia, Juliano Domingues da Silva, Letícia Fernandes de Negreiros
Abstract Drawing on control systems and self-efficacy theories, the authors propose two alternative perspectives: a control systems convergence, which refers to a salesperson’s perception of their sales manager’s use of both behavior-based and outcome-based controls together, and a control systems divergence, which is an unbalanced and more traditional view toward one dimension or the other. Using multi-sourced data, this research examines two frameworks: (1) the moderating role of self-efficacy on the main effects of control systems convergence and divergence on sales performance, and alternatively (2) the moderating role of past performance on the pattern of relationships leading to self-efficacy. The results suggest that control systems convergence has a significant impact on sales performance. Furthermore, self-efficacy moderates the main effect of control systems convergence whereas high (vs. low) levels of self-efficacy generate greater levels of performance in low (vs. high) levels of convergence. Moreover, high (vs. low) levels of self-efficacy generate greater levels of performance in high (vs. low) levels of divergence toward outcome-based control (i.e., when outcome-based control is greater than behavior-based control). In the alternative model, we found that performance explains self-efficacy, generating something like a reciprocal causality).
{"title":"The moderating role of self-efficacy in the relationship between control systems and sales performance","authors":"V. Vieira, Eli Jones, Valter da Silva Faia, Juliano Domingues da Silva, Letícia Fernandes de Negreiros","doi":"10.1080/08853134.2022.2037435","DOIUrl":"https://doi.org/10.1080/08853134.2022.2037435","url":null,"abstract":"Abstract Drawing on control systems and self-efficacy theories, the authors propose two alternative perspectives: a control systems convergence, which refers to a salesperson’s perception of their sales manager’s use of both behavior-based and outcome-based controls together, and a control systems divergence, which is an unbalanced and more traditional view toward one dimension or the other. Using multi-sourced data, this research examines two frameworks: (1) the moderating role of self-efficacy on the main effects of control systems convergence and divergence on sales performance, and alternatively (2) the moderating role of past performance on the pattern of relationships leading to self-efficacy. The results suggest that control systems convergence has a significant impact on sales performance. Furthermore, self-efficacy moderates the main effect of control systems convergence whereas high (vs. low) levels of self-efficacy generate greater levels of performance in low (vs. high) levels of convergence. Moreover, high (vs. low) levels of self-efficacy generate greater levels of performance in high (vs. low) levels of divergence toward outcome-based control (i.e., when outcome-based control is greater than behavior-based control). In the alternative model, we found that performance explains self-efficacy, generating something like a reciprocal causality).","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"42 1","pages":"158 - 180"},"PeriodicalIF":4.4,"publicationDate":"2022-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45429864","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 : 2022-02-16DOI: 10.1080/08853134.2022.2037436
Bastian P Kückelhaus, J. Titze, G. Blickle
Abstract Assessment centers (ACs) are one of the most common selection and recruitment methods in today’s business world, with very high acceptance in practice. The AC research literature, however, has focused on managerial performance and neglected sales performance. Therefore, we assessed the features of ACs for sales positions. The results indicated that AC ratings designed for sales positions exhibited good interrater agreement and were distinct. The criterion-related validity of AC observer ratings was in the normal range of ACs designed for managerial jobs in terms of overall assessment rating scores. Additionally, we tested a new approach to ACs for salesperson selection based on the socioanalytic theory of personality. We hypothesized and found that motivation for sales success combined with social competence predicts field sales performance one year later. This interaction effect explained incremental variance in objective performance above and beyond exercises and overall assessment rating scores. Operational validity compared to the traditional approach increased by 25%. The true score criterion validity of the new approach was .49. We discuss implications and limitations.
{"title":"Improving assessment center criterion validity for salesperson selection: a socioanalytic approach","authors":"Bastian P Kückelhaus, J. Titze, G. Blickle","doi":"10.1080/08853134.2022.2037436","DOIUrl":"https://doi.org/10.1080/08853134.2022.2037436","url":null,"abstract":"Abstract Assessment centers (ACs) are one of the most common selection and recruitment methods in today’s business world, with very high acceptance in practice. The AC research literature, however, has focused on managerial performance and neglected sales performance. Therefore, we assessed the features of ACs for sales positions. The results indicated that AC ratings designed for sales positions exhibited good interrater agreement and were distinct. The criterion-related validity of AC observer ratings was in the normal range of ACs designed for managerial jobs in terms of overall assessment rating scores. Additionally, we tested a new approach to ACs for salesperson selection based on the socioanalytic theory of personality. We hypothesized and found that motivation for sales success combined with social competence predicts field sales performance one year later. This interaction effect explained incremental variance in objective performance above and beyond exercises and overall assessment rating scores. Operational validity compared to the traditional approach increased by 25%. The true score criterion validity of the new approach was .49. We discuss implications and limitations.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"42 1","pages":"209 - 224"},"PeriodicalIF":4.4,"publicationDate":"2022-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49558606","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 : 2022-02-11DOI: 10.1080/08853134.2022.2033624
Dennis Schendzielarz, S. Alavi, J. H. Guba
Abstract Even as salespeople increasingly adopt social media, sales research and practice struggle to understand how their application can help salespeople acquire customers. This article therefore explores empirically under which conditions social media adoption enhances or impedes the customer acquisition performance of salespeople. According to motivation literature, the outcomes of salespeople’s social media adoption should depend fundamentally on the interplay of the level and direction of social media adoption. Based on a multi-level data set containing objective performance data and surveys of salespeople, the results of this study reveal that salespeople’s social media adoption increases customer acquisition performance if salespeople communicate in a customized way (indicated by customer orientation). Strikingly, the study also unveils that this effect is negative if salespeople communicate in a standardized way (indicated by, for example, performance orientation). These findings in turn offer several managerial and theoretical implications. Supplemental data for this article is available online at https://doi.org/10.1080/08853134.2022.2033624 .
{"title":"The impact of salespeople’s social media adoption on customer acquisition performance – a contextual perspective","authors":"Dennis Schendzielarz, S. Alavi, J. H. Guba","doi":"10.1080/08853134.2022.2033624","DOIUrl":"https://doi.org/10.1080/08853134.2022.2033624","url":null,"abstract":"Abstract Even as salespeople increasingly adopt social media, sales research and practice struggle to understand how their application can help salespeople acquire customers. This article therefore explores empirically under which conditions social media adoption enhances or impedes the customer acquisition performance of salespeople. According to motivation literature, the outcomes of salespeople’s social media adoption should depend fundamentally on the interplay of the level and direction of social media adoption. Based on a multi-level data set containing objective performance data and surveys of salespeople, the results of this study reveal that salespeople’s social media adoption increases customer acquisition performance if salespeople communicate in a customized way (indicated by customer orientation). Strikingly, the study also unveils that this effect is negative if salespeople communicate in a standardized way (indicated by, for example, performance orientation). These findings in turn offer several managerial and theoretical implications. Supplemental data for this article is available online at https://doi.org/10.1080/08853134.2022.2033624 .","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"42 1","pages":"139 - 157"},"PeriodicalIF":4.4,"publicationDate":"2022-02-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45170728","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 : 2022-02-02DOI: 10.1080/08853134.2021.2017295
A. M. van der Berg, J. N. Foege, Stephan Nüesch
Abstract The growing digitization puts more pressure on brick-and-mortar businesses in the retail sector by creating new and more complex customer demands that increase the need for cooperative and trustful exchange relationships between supervisors and salespeople. A promising approach to tackle these challenges lies in implementing less hierarchical leadership structures. While sharing leadership on the team level gains traction among practitioners as a viable form of horizontal leadership, research provides little evidence on the conditions and mechanisms that enable a shared leadership work environment for retail salespeople. Especially the role of formal leaders in such a transition remains unclear. To fill this void, we followed a two-study design. We conducted a large-scale survey with 1,527 salespeople of a German fashion retailer to analyze how formal leadership contributes to the existence of a less hierarchically structured work environment for retail salespeople. Our multiple mediation analysis provides in-depth and context-sensitive insights into conditions and mechanisms that facilitate a shared leadership environment. A subsequent online-based scenario experiment confirms that transformational leadership is a driver for a shared leadership environment. We contribute to the literature by showing that transformational leadership matters not only in business-to-business (B2B) settings but also in traditionally more transactional business-to-consumer (B2C) retail sales settings to create a shared leadership environment.
{"title":"Toward a shared leadership environment: insights into retail salespeople’s work environment","authors":"A. M. van der Berg, J. N. Foege, Stephan Nüesch","doi":"10.1080/08853134.2021.2017295","DOIUrl":"https://doi.org/10.1080/08853134.2021.2017295","url":null,"abstract":"Abstract The growing digitization puts more pressure on brick-and-mortar businesses in the retail sector by creating new and more complex customer demands that increase the need for cooperative and trustful exchange relationships between supervisors and salespeople. A promising approach to tackle these challenges lies in implementing less hierarchical leadership structures. While sharing leadership on the team level gains traction among practitioners as a viable form of horizontal leadership, research provides little evidence on the conditions and mechanisms that enable a shared leadership work environment for retail salespeople. Especially the role of formal leaders in such a transition remains unclear. To fill this void, we followed a two-study design. We conducted a large-scale survey with 1,527 salespeople of a German fashion retailer to analyze how formal leadership contributes to the existence of a less hierarchically structured work environment for retail salespeople. Our multiple mediation analysis provides in-depth and context-sensitive insights into conditions and mechanisms that facilitate a shared leadership environment. A subsequent online-based scenario experiment confirms that transformational leadership is a driver for a shared leadership environment. We contribute to the literature by showing that transformational leadership matters not only in business-to-business (B2B) settings but also in traditionally more transactional business-to-consumer (B2C) retail sales settings to create a shared leadership environment.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"42 1","pages":"121 - 138"},"PeriodicalIF":4.4,"publicationDate":"2022-02-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46135179","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 : 2022-01-19DOI: 10.1080/08853134.2021.2016058
Jing Chen, Wenkai Zhou
Abstract This research is among the first to examine salespeople’s acceptance of AI (artificial intelligence) and we investigate the drivers of their AI acceptance from the perspective of the managers. In this study, we propose and empirically demonstrate that perceived ease of use, self-efficacy, perceived management support, and digitalization are positively related to salespeople’s acceptance of AI. Moreover, we show that digitalization mediates the relationship between salespeople’s prospecting/adaptive selling capabilities and their AI acceptance. The results suggest that in order to incentivize AI acceptance, managers need to build adequate digital infrastructure, cultivate organizational support to encourage AI adoption and usage, provide professional training to educate salespeople on the proper usage of AI, and reduce salespeople’s perceived risk of AI usage. Theoretical and managerial implications are discussed subsequently.
{"title":"Drivers of salespeople’s AI acceptance: what do managers think?","authors":"Jing Chen, Wenkai Zhou","doi":"10.1080/08853134.2021.2016058","DOIUrl":"https://doi.org/10.1080/08853134.2021.2016058","url":null,"abstract":"Abstract This research is among the first to examine salespeople’s acceptance of AI (artificial intelligence) and we investigate the drivers of their AI acceptance from the perspective of the managers. In this study, we propose and empirically demonstrate that perceived ease of use, self-efficacy, perceived management support, and digitalization are positively related to salespeople’s acceptance of AI. Moreover, we show that digitalization mediates the relationship between salespeople’s prospecting/adaptive selling capabilities and their AI acceptance. The results suggest that in order to incentivize AI acceptance, managers need to build adequate digital infrastructure, cultivate organizational support to encourage AI adoption and usage, provide professional training to educate salespeople on the proper usage of AI, and reduce salespeople’s perceived risk of AI usage. Theoretical and managerial implications are discussed subsequently.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"42 1","pages":"107 - 120"},"PeriodicalIF":4.4,"publicationDate":"2022-01-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49191442","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 : 2022-01-02DOI: 10.1080/08853134.2022.2043756
N. Lee, Adam Rapp
The area of sales has continued to grow over the past several years despite a global pandemic. While the state of the world has wreaked havoc in some areas (i.e., the supply chain) we have seen the demand and need for salespeople grow. The global pandemic has helped spotlight the importance of a strong frontline and reinforced that investing in human capital to build and develop customer relationships is critical for firm success. We have also witnessed increased demand for talent due to demographic shifts on a near global level. As tremendous amounts of sales talent are leaving the workforce, organizations are scrambling to replace individuals that have decades of relationship-capital and are the backbone of industry. Responding to these shifts, academicians have increased research productivity within the sales discipline. This journal has been the benefactor of these recent changes. Our submissions are up, and the quality of those submissions is also continuously increasing. Our citations are increasing, and in particular we are getting cited more often in the top marketing journals, as well as more specialized B2B and industrial marketing journals. JPSSM articles are getting downloaded more often, and the reach of the journal is increasingly global. These are exciting times. As the journal has continued to grow, we have sought insight from our senior advisory board, and determined that it would be valuable to evolve in two key areas: associate editor structure and conceptual submissions. While both of these currently exist within the journal, consensus suggests that further developing these areas could be beneficial to the journal. Below, we briefly outline what these changes encompass and what readers, authors, and reviewers for the journal can expect.
{"title":"Editorial: upcoming changes to the journal","authors":"N. Lee, Adam Rapp","doi":"10.1080/08853134.2022.2043756","DOIUrl":"https://doi.org/10.1080/08853134.2022.2043756","url":null,"abstract":"The area of sales has continued to grow over the past several years despite a global pandemic. While the state of the world has wreaked havoc in some areas (i.e., the supply chain) we have seen the demand and need for salespeople grow. The global pandemic has helped spotlight the importance of a strong frontline and reinforced that investing in human capital to build and develop customer relationships is critical for firm success. We have also witnessed increased demand for talent due to demographic shifts on a near global level. As tremendous amounts of sales talent are leaving the workforce, organizations are scrambling to replace individuals that have decades of relationship-capital and are the backbone of industry. Responding to these shifts, academicians have increased research productivity within the sales discipline. This journal has been the benefactor of these recent changes. Our submissions are up, and the quality of those submissions is also continuously increasing. Our citations are increasing, and in particular we are getting cited more often in the top marketing journals, as well as more specialized B2B and industrial marketing journals. JPSSM articles are getting downloaded more often, and the reach of the journal is increasingly global. These are exciting times. As the journal has continued to grow, we have sought insight from our senior advisory board, and determined that it would be valuable to evolve in two key areas: associate editor structure and conceptual submissions. While both of these currently exist within the journal, consensus suggests that further developing these areas could be beneficial to the journal. Below, we briefly outline what these changes encompass and what readers, authors, and reviewers for the journal can expect.","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"42 1","pages":"1 - 2"},"PeriodicalIF":4.4,"publicationDate":"2022-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46762447","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 : 2022-01-01DOI: 10.36627/2618-883x-2022-2-2-138-145
Е Н Москвитина, А.М. Пахалов
{"title":"Роль социальной ответственности бренда в формировании лояльности потребителей косметической продукции и продуктов личной гигиены","authors":"Е Н Москвитина, А.М. Пахалов","doi":"10.36627/2618-883x-2022-2-2-138-145","DOIUrl":"https://doi.org/10.36627/2618-883x-2022-2-2-138-145","url":null,"abstract":"","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"64 1","pages":""},"PeriodicalIF":4.4,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"73474403","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 : 2022-01-01DOI: 10.36627/2618-883x-2022-4-4-304-309
Александр Высоцкий
{"title":"Система тренировок, геймификация и crm-система: как предупредить выгорание сотрудников отдела продаж","authors":"Александр Высоцкий","doi":"10.36627/2618-883x-2022-4-4-304-309","DOIUrl":"https://doi.org/10.36627/2618-883x-2022-4-4-304-309","url":null,"abstract":"","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"246 1","pages":""},"PeriodicalIF":4.4,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"72758897","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 : 2022-01-01DOI: 10.36627/2618-883x-2022-4-4-264-271
Галина Машницкая
{"title":"Диагностика отдела продаж","authors":"Галина Машницкая","doi":"10.36627/2618-883x-2022-4-4-264-271","DOIUrl":"https://doi.org/10.36627/2618-883x-2022-4-4-264-271","url":null,"abstract":"","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"76 1","pages":""},"PeriodicalIF":4.4,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75603116","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 : 2022-01-01DOI: 10.36627/2618-883x-2022-4-4-252-257
Андрей Емец
{"title":"Принципы системного и грамотного управления отделом продаж","authors":"Андрей Емец","doi":"10.36627/2618-883x-2022-4-4-252-257","DOIUrl":"https://doi.org/10.36627/2618-883x-2022-4-4-252-257","url":null,"abstract":"","PeriodicalId":47537,"journal":{"name":"Journal of Personal Selling & Sales Management","volume":"18 1","pages":""},"PeriodicalIF":4.4,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84239516","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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