Antecedents to managerial trust and sales control in Malaysian salesforce

Mallin, Michael L.; Asree, Susita; Koh, Anthony C.; Hu, Michael Y.

doi:10.1016/j.ibusrev.2009.12.009

Cited by 14 publications

(15 citation statements)

References 56 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…First, by identifying the central role of trust in the cross-cultural sales manager-salesperson relationship, we have extended our understanding of how trust is formed in an Asian context. We identified only two studies, namely Atuahene- Gima and Li (2002) and Mallin et al (2010) that studied supervisee trust in the sales manager in the context of Asia. Our study not only identifies the importance of trust, but also identifies potential moderators affecting trust development: local cultural issues (decision making style, degree of hierarchy, degree of formality, and time) and sales manager adaptability.…”

Section: Discussionmentioning

confidence: 99%

Understanding cross-cultural sales manager–salesperson relationships in the Asia-Pacific Rim region: a grounded theory approach

Deeter‐Schmelz

Lauer

Rudd

2019

Journal of Personal Selling & Sales Management

View full text Add to dashboard Cite

The Asia-Pacific Rim region represents one of the fastest-growing and culturally diverse regions in the world. The International Monetary Fund shows Asia continues to be the main engine in this region, accounting for more than 60% of global growth (International Monetary Fund 2018). The United Nations predicts growth will continue to be robust in the near future (United Nations 2018), and experts forecast that Asia's 38.8% share of the world gross domestic product (GDP), expressed in real U.S. dollar purchasing power parity, will continue to rise (Barua 2015). U.S. companies have sought to capitalize on this growth via significantly increased investments in sales and marketing in Asia (Jamrisko 2017). Unfortunately, at a time when sales organizations are investing in the Asia-Pacific Rim, the research investigating this important cultural zone is deficient. In fact, we could find only 29 articles written since 1988 that have investigated sales/sales management in the Asia-Pacific Rim region, with only 16 of these studies examining cultural issues (Table 1). What our current research is lacking is an understanding of: (1) the key issues facing sales managers in their relationships with the local sales representatives they supervise-across cultural boundaries-in the Asia-Pacific Rim; (2) the complexity of these issues; and (3) how these issues affect sales performance outcomes. The purpose of this exploratory research is to begin addressing these three gaps in our knowledge base. Because current research does not provide sufficient guidance for sales managers given the uniqueness of these cross-cultural settings, we take a grounded theory approach to analyze data from interviews with international sales managers working across cultural boundaries in the Asia-Pacific Rim.

show abstract

Section: Discussionmentioning

confidence: 99%

Understanding cross-cultural sales manager–salesperson relationships in the Asia-Pacific Rim region: a grounded theory approach

Deeter‐Schmelz

Lauer

Rudd

2019

Journal of Personal Selling & Sales Management

View full text Add to dashboard Cite

show abstract

“…Miao et al (2007) found that outcome control is not related to compensation seeking (cognitive dimension of extrinsic motivation), which is contrary to expectations. Mallin et al (2010) found a positive impact of outcome-based control systems on extrinsic motivation.…”

Section: Review Of Studiesmentioning

confidence: 92%

“…Extrinsic motivation is the extent to which salespeople treat work as a means for obtaining external rewards such as money, recognition and promotion (Mallin, Asree, Koh, & Hu, 2010). An extrinsically motivated salesperson will focus on selling areas that produce tangible rewards, such as compensation, incentives and recognition.…”

Section: Extrinsic Motivationmentioning

confidence: 99%

Two Major Antecedents of Salesforce Motivation: Salesforce Control Systems and Compensation Plans

Fatima

2017

Compensation & Benefits Review

View full text Add to dashboard Cite

Salesforce motivation is important for the success of the organization. Unless and until the salesforce is motivated, the organization will not be able to prosper. There are various factors that are responsible for salesforce motivation. It has been found that out of these many factors, the impact of salesforce control system and salesforce compensation plans is inevitable. Therefore, this study makes an attempt to analyze the impact of these two factors on salesforce motivation by following a review of selected studies from the year 1977 to 2014. Till now, none of the previous studies have analyzed the impact of these two factors on motivation. The review of studies reveals that salesforce control systems and compensation plans should be taken into consideration when motivation of salespeople is talked about as they have an impact on intrinsic as well as extrinsic motivation of salespeople. Based on the findings of the review, a framework is designed and implications and directions for future research are stated.

show abstract

“…Orientation to challenge and enjoyment when performing the job, which results in a sense of accomplishment, self-actualization, and self-worth (Mallin, Asree, Koh & Hu, 2010). Accordingly, this type of motivation includes two components: challenge seeking and task enjoyment (Miao et al, 2007).…”

Section: Intrinsic Motivationmentioning

confidence: 99%

Clustering the mediators between the sales control systems and the sales performance using the AMO model: A narrative systematic literature review

Benet-Zepf

Marín-García

Boluda

2018

View full text Add to dashboard Cite

Purpose: To identify all types of sales force control systems in the academic literature, and to cluster the mediators between these controls and the performances, according to the AMO model (abilities, motivations, and opportunities), analysing how each of these three groups of mediators are influenced by control systems, and how they impact on the sales performance, using a systematic literature review.Design/methodology: Scientific papers published during the last 32 years, using as databases: Business Source Premier (EBSCO), Science Direct, Scopus, Web of Science, and Google Scholar. Business, Management and Social Sciences were taken as selection fields. False positives identification, exclusions after reading the abstracts, and after reading the whole article, was performed by the authors by consensus. 114 articles of the initial selection of non-repeated references, together with 28 additional citations integrated the final selection. Findings:A new framework based on a grouping of mediators between the control systems and the performances, into abilities, motivations and capabilities is proposed. Practical implications:These findings suggest as a managerial contribution, that coaching and leading -rather than commanding-to be a more appropriate control attitude, especially when the salesperson is younger or unexperienced.Originality/value: As academic result, the review highlights that all three groups from the AMO model evidence positive impacts on sales performance when a behavioral control system (mostly from the capability part) is in use, by enhancing salesperson's skills, motivation, and organizational conditions and support, fostering as a result, a salesperson relational approach and a customer orientation, which generate the best outcomes in the long term.

show abstract

Antecedents to managerial trust and sales control in Malaysian salesforce

Cited by 14 publications

References 56 publications

Understanding cross-cultural sales manager–salesperson relationships in the Asia-Pacific Rim region: a grounded theory approach

Understanding cross-cultural sales manager–salesperson relationships in the Asia-Pacific Rim region: a grounded theory approach

Two Major Antecedents of Salesforce Motivation: Salesforce Control Systems and Compensation Plans

Clustering the mediators between the sales control systems and the sales performance using the AMO model: A narrative systematic literature review

Contact Info

Product

Resources

About