Treating top salespeople like superstars: the role of an informal sales climate in boosting sales output

IF 3.9 Q2 BUSINESS
Manoshi Samaraweera, B. Gelb, Willy Bolander, William J. Zahn
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引用次数: 2

Abstract

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.
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
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。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
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来源期刊
CiteScore
5.70
自引率
36.40%
发文量
32
期刊介绍: As the only scholarly research-based journal in its field, JPSSM seeks to advance both the theory and practice of personal selling and sales management. It provides a forum for the exchange of the latest ideas and findings among educators, researchers, sales executives, trainers, and students. For almost 30 years JPSSM has offered its readers high-quality research and innovative conceptual work that spans an impressive array of topics-motivation, performance, evaluation, team selling, national account management, and more. In addition to feature articles by leaders in the field, the journal offers a widely used selling and sales management abstracts section, drawn from other top marketing journals.
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