Applying positive psychology to selling behaviors: A moderated–mediation analysis integrating subjective well-being, coping and organizational identity

Lyngdoh, Teidorlang; Liu, Annie H.; Sridhar, GR

doi:10.1016/j.jbusres.2018.07.020

Cited by 32 publications

(22 citation statements)

References 121 publications

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“…First, we demonstrate that adaptive selling behavior is driven by the salesperson's abilities to self-monitor and selflead himself/herself through a cognitive process that could Figure 2 Moderating effect of sensitivity to expressive behaviors of other and thought self-leadership strategies on adaptive selling behavior lead to higher levels of behavioral performance. Recently, several researchers have explored the role of positive psychology in enhancing the effectiveness of selling behaviors (Lyngdoh et al, 2018). Within this context of linking positive psychology to selling behaviors and outcomes, our study further strengthens its integration into a sales literature.…”

Section: Discussionsupporting

confidence: 68%

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From cognition to action: the effect of thought self-leadership strategies and self-monitoring on adaptive selling behavior

Alnakhli¹,

Singh

Agnihotri

2020

JBIM

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Purpose This study aims to investigate salespersons’ self-monitoring and its effect on adaptive selling behavior. As salespeople are constantly facing different customers with various needs and want and engaging in a different sales situation, salespeople must deploy their inner capabilities in practicing adaptive selling behavior during and across sales interactions. This study also investigates the impact of salesperson’s intrapersonal leadership – where leadership stems from the individuals with the purpose to influence oneself. Design/methodology/approach Authors draw on the social cognitive theory of self-regulation to develop our model and examine the relationship between self-monitoring, thought self-leadership and adaptive selling behavior. We empirically test the model using data from 335 pharmaceutical salespeople working across several countries in Asia. Findings The results support the role of self-monitoring and thought self-leadership as antecedents to adaptive selling. Further, the results suggest that self-monitoring positively moderates the relationship between thought self-leadership and adaptive selling behavior. In light of these results, we explore implications and limitations and conclude by suggesting directions for further research. Research limitations/implications The sampling method used was convenience sampling, which may limit the theoretical generalization of our results across all emerging markets. Moreover, this study examines the direct impact of self-management mechanism on adaptive selling behavior and the way it interacts with salesperson's thought self-leadership to strengthen adaptive selling behavior. However, the research model does not include organization-level drivers. Originality/value This study makes an important and original contribution to sales literature by demonstrating the direct and interaction effects of self-monitoring mechanism on a critical component of a business to business sales process, adaptive selling behavior. Results from this study highlight the critical importance of cognitive processes that drives positive selling behavior.

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Section: Discussionsupporting

confidence: 68%

“…Further, we provide additional explanation to strengthen the arguments linking positive psychology to adaptive selling behaviors. This vein of inquiry addresses calls for research to place a sharper focus on positive valance variables and their role in driving salesperson's behaviors (Panagopoulos and Ogilvie, 2015;Friend et al, 2016;Lyngdoh et al, 2018).…”

mentioning

confidence: 99%

From cognition to action: the effect of thought self-leadership strategies and self-monitoring on adaptive selling behavior

Alnakhli¹,

Singh

Agnihotri

2020

JBIM

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“…Another category we added to Verbeke’s framework was “job-related psychosocial factors.” By psychosocial factors we refer to work conditions, work roles, job-related interpersonal relationships, etc., leading to stress and health disorders. Broadly, three sub-categories were identified in the paper – “psychological demands,” “job control” and “work-related social support.” There is clear evidence that the lack of these factors is forcing the salesforce to embrace spirituality and positivity (Chawla and Guda, 2010; Lyngdoh et al , 2018). Hence, we propose that there should be a stream of research scholars in the sales management domain exploring the facets of positive psychology, which deals with the study of positive emotions, positive character traits and enabling institutions (Seligman and Csikszentmihalyi, 2000).…”

Section: Discussionmentioning

confidence: 99%

“…Fredrickson (2013) identified improvements in individuals’ well-being brought about through positive interventions. Chawla and Guda (2013) and Lyngdoh et al (2018) found that spirituality and happiness help salespeople to improve their performance. They posited that positive emotions help build flexibility in thinking and help salespeople to be innovative, adaptive and customer-centric.…”

Section: Discussionmentioning

confidence: 99%

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Systematic review of determinants of sales performance: Verbekeet al.’s (2011) classification extended

Chawla

Lyngdoh²,

Sridhar

et al. 2020

JBIM

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Purpose Considering recent changes in sales practices, such as the sales role becoming more strategic, increased reliance on technology for sales activities, increased stress from adding technological responsibilities to the sales role and decreased avenues of social support (such as traditional forms of community) to cope with work-related stressors, there is a need to reconsider Verbeke et al.’s (2011) classification scheme of determinants of sales performance, which was based on literature published before these critical changes became apparent. This paper aims to conduct a systematic review of sales performance research published during 1983–2018 to propose an extension to Verbeke et al.’s (2011) classification. Design/methodology/approach This paper followed a systematic approach to the literature review in five sequential steps – search, selection, quality control, extraction and synthesis – as suggested by Tranfield et al. (2003). In total, 261 peer-reviewed journal papers from 36 different journals were selected for extraction and synthesis. Findings The findings make the following additions to the classification: strategic and nonstrategic activities as a new category, technological drivers of sales performance and job-related psychosocial factors as a broader category to replace role perceptions. Derived from the job demand–control–support model, three subcategories within the category of job-related psychosocial factors are psychological demands (encompasses role perceptions and digital-age stressors such as technostress creators), job control and work-related social support. Research limitations/implications This paper identifies that manager’s role in facilitating technology skills, providing informal social support to remote or virtual salespeople using technology, and encouraging strategic behaviors in salespeople are future research areas having good potential. Understanding and building positive psychology aspects in salespeople and their effect on sales performance is another promising area. Practical implications Newly added technological drivers draw the attention of sales firms toward the influence of technology and its skilful usage on salesperson performance. Newly added strategic activities makes a case for the importance of strategic participation in salesperson performance. Originality/value This review extends Verbeke et al.’s (2011) classification scheme to include recent changes that sales profession and literature have undergone.

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Can sales leaders with humility create adaptive retail salespersons?

Luu

2020

Psychology and Marketing

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Although humility in leadership has been recognized as vital in leading salespeople to cope with unpredictability and unknowability in customers, the role of sales leader humility in promoting sales behaviors has remained underexplored. Our research aims to unfold how and when sales managers’ leadership humility nurtures retail salespersons’ adaptive selling behavior. Grounded on the dataset from managers and employees working in retail shops of a large telecommunication and computer company in Vietnam, the results reveal the role of retail salespersons’ customer knowledge, adaptive self‐efficacy, and customer‐oriented harmonious passion as the mediation paths for the linkage between sales leader humility and retail salespeople's adaptive selling behavior. The findings further provide evidence for the role of sales managers’ adaptive selling as an enhancer for the impacts of sales leader humility on these mediators.

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Applying positive psychology to selling behaviors: A moderated–mediation analysis integrating subjective well-being, coping and organizational identity

Abstract: The version in the Kent Academic Repository may differ from the final published version. Users are advised to check http://kar.kent.ac.uk for the status of the paper. Users should always cite the published version of record.

Cited by 32 publications

References 121 publications

From cognition to action: the effect of thought self-leadership strategies and self-monitoring on adaptive selling behavior

From cognition to action: the effect of thought self-leadership strategies and self-monitoring on adaptive selling behavior

Systematic review of determinants of sales performance: Verbekeet al.’s (2011) classification extended

Can sales leaders with humility create adaptive retail salespersons?

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