Eddie Inyang, Omar S. Itani, Hayam Alnakhli, Juliana White
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引用次数: 0
Abstract
ABSTRACTValue co-creation has emerged as a way for organizations to gain a competitive advantage and differentiate themselves from the competition. In the literature, a positive link has been found between value co-creation and firm performance. However, the impact of sales team value co-creation on performance has been largely unexplored. This study explores drivers of value co-creation by sales teams and its performance outcomes, with market turbulence as a contingency factor. Using a sample of 201 salespeople in 24 sales teams, the results indicate that when sales teams co-create value with customers, they can increase their sales performance. This effect is magnified when sales teams are working with customers operating in turbulent environments. Disclosure statementNo potential conflict of interest was reported by the author(s).
期刊介绍:
The Journal of Marketing Theory & Practice is devoted to the publication of peer-reviewed articles addressing substantive, managerial issues in marketing. In the context of developing, enhancing, and disseminating marketing knowledge, JMTP publishes both conceptual and empirical work, so long as the work provides strong implications for the managerial practice of marketing. Unlike other marketing journals that may be more focused on specific methodological approaches, deal with theoretical issues without regard to application, or represent various subfields of marketing, JMTP is positioned as a general marketing journal affording a quality outlet for more managerially-oriented research across the scope of the field.