Adaptive Selling: Conceptualization, Measurement, and Nomological Validity

Spiro, Rosann L.; Weitz, Barton A.

doi:10.2307/3172551

Cited by 527 publications

(316 citation statements)

References 24 publications

(5 reference statements)

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“…All of the companies were subsidiaries of American multinationals. Many scales have significant correlations (Tables Al-,43 in Appendix), as was also the case in Spiro and Weitz (1990). A search for correlations between the scales for ineffective salespeople shows them to be low compared to those for effective salespeople.…”

Section: Resultsmentioning

confidence: 99%

“…In line with this trend, more and more business schools are preparing personality profiles of students for corporate recruiters (Byrne, 1991); and in a well-known study (which will be examined later), Spiro and Weitz (1990) discovered that some personality traits (such as self-monitoring) correlate well with success in adaptive selling and subsequent performance. In this paper we will examine some earlier research on sales interactions and personality traits, and will present a process formulation of the sales-client interactions inspired by recent developments in complex systems theory.…”

Section: Introductionmentioning

confidence: 99%

“…This test, originally written in Dutch, was validated by Luteijen et al { 1985). (6) Effective salespeople will score higher on the adaptation test (Spiro and Weitz, 1990). It is hypothesized that at the beginning of the conversation (when it is not yet patterned) effective adaptive behaviour exhibited by the salesperson will substantially improve the dynamics of the conversation.…”

Section: The Selection and Measurement Of Personality Traitsmentioning

confidence: 99%

“…It is hypothesized that at the beginning of the conversation (when it is not yet patterned) effective adaptive behaviour exhibited by the salesperson will substantially improve the dynamics of the conversation. Remember that, while Spiro and Weitz (1990) see adaptation as a skill, we see it as a personality trait. Two examples of the adaptation scale are: (i) I change my conversational style to fit different situations; and (ii) each client requires a different sales approach.…”

Section: The Selection and Measurement Of Personality Traitsmentioning

confidence: 99%

“…This scale was validated by Spiro and Weitz (1990) and translated into Dutch. Figure 2 puts our hypotheses in a nutshell.…”

Section: The Selection and Measurement Of Personality Traitsmentioning

confidence: 99%

See 4 more Smart Citations

Personality characteristics that predict effective performance of sales people

Verbeke¹

1994

Scandinavian Journal of Management

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Section: Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: The Selection and Measurement Of Personality Traitsmentioning

confidence: 99%

Section: The Selection and Measurement Of Personality Traitsmentioning

confidence: 99%

“…This scale was validated by Spiro and Weitz (1990) and translated into Dutch. Figure 2 puts our hypotheses in a nutshell.…”

Section: The Selection and Measurement Of Personality Traitsmentioning

confidence: 99%

See 3 more Smart Citations

Personality characteristics that predict effective performance of sales people

Verbeke¹

1994

Scandinavian Journal of Management

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The impact of staff empowerment and communication style on customer evaluations: The special case of service failure

1997

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Individual differences in emotional contagion of salespersons: Its effect on performance and burnout

Verbeke

1997

Psychol. Mark.

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This article explores the emotional contagion hypothesis, proposed by Hatfield, Cacioppo, and Rapson (1994), in a sales context. Specifically, the emotional contagion hypothesis explains how the emotions of two people (e.g., salesperson and customer) during a conversation are transmitted from one to the other via facial cues, and that these emotions affect the outcome of that interaction. The emotional contagion hypothesis implies that there are definitive individual differences concerning whether someone is either sensitive to emotions from others or able to transmit his or her emotions onto others. This study explores whether these individual differences are assets or liabilities over the long term for salespersons in a sales organization. The data in this study show that a salesperson's ability to infect others with his or her emotions is an asset (because it can lead to higher performance). In addition, being sensitive to the emotions of others is an asset (it can also lead to better performance); at the same time it is a liability (because of the higher risk of burnout). This study further explores how emotionally sensitive salespersons develop burnout as a consequence of role stress, which then affects their performance.

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Adaptive Selling: Conceptualization, Measurement, and Nomological Validity

Cited by 527 publications

References 24 publications

Personality characteristics that predict effective performance of sales people

Personality characteristics that predict effective performance of sales people

The impact of staff empowerment and communication style on customer evaluations: The special case of service failure

Individual differences in emotional contagion of salespersons: Its effect on performance and burnout

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