Formal and informal management control combinations in sales organizations

Cravens, David W.; Lassk, Felicia G.; Low, George S.; Marshall, Greg W.; Moncrief, William C.

doi:10.1016/s0148-2963(02)00322-3

Cited by 110 publications

(86 citation statements)

References 29 publications

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“…al., 1985). Furthermore, the firm-level variables we investigate directly relate to the third domain: salesperson role perceptions (Cravens, Lassk, Low, Marshall and Moncrief , 2004). Thirdly, by investigating both salesperson and firm variables in our study, we adhere to suggestions in the literature that factors specific to salespeople should be examined and modeled in the context of a firm's characteristics (Román and Iacobucci, 2010).…”

Section: Introductionmentioning

confidence: 99%

Antecedents of adaptive selling among retail salespeople: A multilevel analysis

Simintiras

Ifie

Watkins

et al. 2013

Journal of Retailing and Consumer Services

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Section: Introductionmentioning

confidence: 99%

Antecedents of adaptive selling among retail salespeople: A multilevel analysis

Simintiras

Ifie

Watkins

et al. 2013

Journal of Retailing and Consumer Services

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“…Baldauf, Cravens and Piercy's (2005) examination of the state of knowledge concerning sales management control strategies updated the main findings, as well as the antecedents and consequences of control systems to date, and placed a research agenda with three main issues: (1) conceptualization of sales management control, (2) antecedents of sales management control strategy, and (3) effect of control systems on salesperson (characteristics and performance) and organizational effectiveness. Previous research on sales management identified inconsistent results trying to demonstrate linear relationships between system controls and performances: Cravens, Lassk, Low, Marshall and Moncrief, (2004) highlighted better performances using highcontrol systems, while found no differences under different control patterns, which suggests a complex multidimensional linkage, resulting from a large amount of mediators between the control systems and the performances (individual, group and organizational), which have been identified and studied by scholars during the last three decades.…”

Section: Introductionmentioning

confidence: 94%

“…Lack of vital energy that occurs in highly demanding people-oriented situations, such as boundaryspanning positions and is the first stage of the burnout process, followed by depersonalization, and diminished personal accomplishment (Babakus, Cravens, Johnston & Moncrief, 1999;Cravens et al, 2004). Entrepreneurial orientation of the sales department Seeking of innovative selling approaches and new business opportunities that constitute strategic advantages by differentiating from competitors (Spillecke & Brettel, 2013).…”

Section: Emotional Exhaustionmentioning

confidence: 99%

“…Challagalla and Shervani (1997) proposed that excessive focus on day-to-day tasks (activity and capability control) can increase job tension (or role stress, or role-related tension) and it might mitigate by tying rewards to the performance of these routine activities. Role conflict and role ambiguity are the major role stressors, and they have been the subject of frequent research as mediators between sales control systems and performances (Agarwal, 1999;Avlonitis & Panagopoulos, 2007;Cravens et al, 2004;Joshi & Randall, 2001;Evans, 2012 and2013;and Ramaswami, 2002). Role conflict arises when salesperson's task orientation does not fit with management's guidelines.…”

Section: Motivationsmentioning

confidence: 99%

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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

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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.

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“…Formal control emphasizes the establishment and use of formal rules, procedures, processes, and policies to monitor and reach desirable objectives [24]. Social control, also called informal control, relies on establishing organizational norms and values [27].…”

Section: Interorganization Controlmentioning

confidence: 99%

(Dis)Trust, Control, and Project Success: From a Chinese Project Owner’s Perspective

2017

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Abstract:This research aims to investigate the relationship between interorganizational trust and control and their effects on the project success from the perspective of project owners. Based on relevant literature and the actual situation in the Chinese construction industry, trust was classified as calculative trust and relational trust, and control was classified as outcome control, behavior control, and social control. Results show that project owners' distrust of contractors is independent of project owners' trust of contractors. Calculative trust has a positive influence on all kinds of control. Relational trust has negative impacts on outcome control and behavior control and positive impacts on social control. Of the three kinds of control, outcome and behavior control have negative impacts on social control. All constructs have positive impacts on project success. Project managers should be aware that distrust has a positive influence on project success through the mediation effects of control. Similarly, social control is the most influential type of control, influencing the controller to internalize norms to complete project tasks.

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Formal and informal management control combinations in sales organizations

Cited by 110 publications

References 29 publications

Antecedents of adaptive selling among retail salespeople: A multilevel analysis

Antecedents of adaptive selling among retail salespeople: A multilevel analysis

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

(Dis)Trust, Control, and Project Success: From a Chinese Project Owner’s Perspective

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