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The impact of sales management control on salesperson behaviour and performance
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Bahls, Melanie (2013) The impact of sales management control on salesperson behaviour and performance. PhD thesis, University of Warwick.
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Official URL: http://webcat.warwick.ac.uk/record=b2703710~S1
Abstract
This research combines the Anderson and Oliver (1987) and Jaworski (1988)
sales management control (SMC) conceptualisations by integrating behaviourbased,
compensation-based and informal SMC into a single research
framework. It examines the separate effects of SMC dimensions on
performance, in particular salesperson behaviour performance, salesperson
outcome performance and sales organisation effectiveness, and on salesperson
behaviour, in particular salesperson risk-taking behaviour, salesperson ethical
behaviour and salesperson organisational citizenship behaviour (OCB).
The study implements a sequential mixed methods research design in two
phases: case studies followed by a survey. Eight interviews were conducted and
197 UK sales managers responded to the survey. Based on the case study
results, the research framework was extended by inclusion of a leader-member
exchange (LMX) variable, and two interactive effects between behaviour-based
and compensation-based SMC were hypothesised.
The quantitative data are tested using structural equation modelling, and the
main findings of this study are that: (1) behaviour-based SMC has a negative
impact on behaviour performance and ethical behaviour; (2) compensationbased
SMC has a moderate positive impact on outcome performance and risktaking
behaviour, while having no significant impact on ethical behaviour and
OCB; (3) informal SMC has a positive impact on behaviour performance and
OCB; (4) salesperson behaviours are strong positive predictors of salesperson
performance but SMC is not a strong antecedent of salesperson behaviours; (5)
no moderation effect between SMC dimensions is detected; (6) LMX plays an
important role in determining salesperson behaviour performance; and (7) sales
managers’ perceptions of what determines salesperson performance and
behaviour often differs from statistical results. Provocative insights into the
consequences of SMC are discussed, managerial implications are identified,
and future research directions suggested.
Item Type: | Thesis (PhD) |
---|---|
Subjects: | H Social Sciences > HF Commerce |
Library of Congress Subject Headings (LCSH): | Sales management -- Case studies, Sales personnel -- Case studies, Sales force management -- Evaluation, Quantitative research, Business ethics |
Official Date: | September 2013 |
Institution: | University of Warwick |
Theses Department: | Warwick Business School |
Thesis Type: | PhD |
Publication Status: | Unpublished |
Supervisor(s)/Advisor: | Piercy, Nigel |
Sponsors: | Economic and Social Research Council (Great Britain) (ESRC); Warwick Business School |
Extent: | xii, 290 leaves. |
Language: | eng |
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