Although the study of salesperson performance traditionally has focused on salespeople's activities and relationships with customers, scholars recently have proposed that salespeople's intraorganizational relationships and activities also play a vital role in driving sales performance. Using data from 286 salespeople in a unique social network analysis, the authors explore the effects of salespeople's intraorganizational relationships on objective salesperson performance as well as the role of political skill in developing intraorganizational relationships. The results indicate that two types of social network characteristics (i.e., relational centrality and positional centrality) contribute substantially to salesperson performance. Moreover, salespeople's political skill is shown to be an antecedent to relational centrality but, surprisingly, not positional centrality. This finding demonstrates that researchers should not assume that all centralities represent similar underlying network characteristics. In light of these results, the authors discuss several implications for both managers and researchers as well as directions for further research.

Marketing relationships have evolved from simple dyadic transactions between the firm and its customers into scenarios in which the firm's frontline employees are required to manage a portfolio of stakeholder relationships. The authors begin by characterizing the “strategic” frontline employee (SFLE) as a focal marketing employee who, in the execution of his or her work, must influence a variety of stakeholder target groups, including (1) customers, (2) the internal business team, and (3) external business partners. The authors leverage data from SFLEs at two firms to explore the similarities and differences in SFLE influence tactic effectiveness across the three stakeholder groups. They find that the effectiveness of influence tactics in driving performance differs across stakeholder target types and, somewhat surprisingly, that the SFLE's influence of both the internal business team and external business partners has a greater effect on his or her performance than does influence directed at customers. The authors close with a discussion of the implications for theory and practice.

recent census by the U.S. Bureau of Labor Statistics (2007) reported that there were some 14.5 million people, approximately 10% of the workforce, employed in sales and related occupations. As a result of the large number of people and dollars involved in an organization's sales function, a significant body of marketing literature examining the determinants of salesperson performance has accumulated (e.g., Brown and Peterson 1993;VandeWalle, Cron, and Slocum 2001;Weitz, Sujan, and Sujan 1986). While this research has illuminated understanding of salesperson performance during times of stability, little is known about salesperson performance during periods of organizational change."Change is fundamental to a modern business organization as a means to keep up with evolving market demands and to stay competitive" (Ye, Marinova, and Singh 2007, p. 156). Indeed, practitioners and scholars alike agree that change is ubiquitous and can be unexpectedly instigated by external forces, such as competitors or regulators, or strategically initiated by firms to stay competitive (Day 1994), to discard core rigidities (Leonard-Barton 1992), or to improve performance (Chan 2000). As rapid change becomes increasingly descriptive of organizational life and because the battle for successful change implementation is often 65

The present research decomposes consumer donation behavior into two components: donation choice (i.e., whether to donate) and donation amount (i.e., how much to donate). It then considers how information related to the donor and information related to characteristics of the soliciting organization may differentially influence the two decisions. Results from four field experiments suggest that donor-related appeals have a greater effect on the donation choice decision (vs. organization-related appeals), whereas organization-related appeals have a greater effect on the donation amount decision (vs. donor-related appeals). This might lead one to conclude that presenting both types of appeals in a solicitation is ideal. However, the studies presented herein also suggest that this strategy may backfire. The simultaneous presentation of donor- and organization-related appeals can hamper both donation response rates and average contribution amounts. To address this issue, the authors identify and test an alternative solicitation strategy for maximizing solicitation effectiveness. This strategy involves a multistep request process that capitalizes on an understanding of the differential influence of donor- and organization-related information on donation choice and amount decisions.

The availability of information and variety of online purchase options are increasing for consumers shopping for complex products (e.g., cars, real estate). This situation, and consumers' resulting sense of informedness, has led many to suggest that the need for business-to-consumer (B2C) salespeople is diminishing. Yet, despite these claims, many purchases-especially those associated with high prices and, therefore, high consumer involvement-still require consumers to interact with salespeople. This interaction, between consumers (at varying levels of informedness) and B2C salespeople, is the focus of the current study. Merging theories of consumer informedness and adaptive interpersonal influence, we suggest that the interaction between salesperson influence attempts and consumer informedness plays an important role in purchase decisions. To study this notion, Study 1 matches automobile shoppers' survey responses with objective purchase data from 480 sales interactions. Study 2 is a scenario-based experiment that investigates informedness and influence in a financial services setting. The findings of both studies suggest that understanding a consumer's informedness, and adapting the proper influence approach to it, is critical if salespeople are to influence modern consumers' purchase decisions and, thus, avoid irrelevancy.

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