Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.595743
Title: The impact of sales management control on salesperson behaviour and performance
Author: Bahls, Melanie
Awarding Body: University of Warwick
Current Institution: University of Warwick
Date of Award: 2013
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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.
Supervisor: Not available Sponsor: Economic and Social Research Council (ESRC) ; Warwick Business School
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.595743  DOI: Not available
Keywords: HF Commerce
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