Manager directives for salesperson ambidextrous selling and resulting job satisfaction: a regulatory focus perspective

Abstract

Purpose To sustain firm profitability, it is critical for sales managers to direct business-to-business (B2B) salespeople to generate revenues by simultaneously acquiring new customers and selling to current customers. However, emerging research indicates territory-based B2B salespeople have a preferred customer engagement orientation that reflects a tendency for engaging in selling activities to new (i.e. hunters) and/or existing (i.e. farmers) customers, suggesting that managerial ambidexterity directives could have deleterious effects on salespeople. This paper aims to address this possibility by investigating the moderating effects of salesperson regulatory focus on the relationship between managerial directives for salesperson ambidexterity and salesperson job satisfaction. Design/methodology/approach The study uses a mixed-method approach by using a field study of 106 matched sales manager–salesperson dyads from a large Fortune 500 B2B industrial distributor sales force and an experiment involving 152 B2B salespeople from a cross-section of industries. Findings The results indicate that sales manager ambidexterity requests reduce salesperson job satisfaction. However, the findings also demonstrate that salesperson regulatory focus moderates these negative effects such that the negative effect of manager ambidexterity requests on job satisfaction is reduced for salespeople with high vs low levels of regulatory focus ambidexterity balance. The results from the cross-sectional experimental study illustrate the cognitive mechanism that helps explain why this occurs. Research limitations/implications The Fortune 500 firm used in Study 1 uses a territory-based generalist sales force model where salespeople are not incentivized to prioritize hunting over farming (and vice versa). As a result, the findings may not generalize to firms with hunting/farming incentive systems or to those that operate in particular industries requiring a focus on either hunting or farming. Practical implications The findings show why managers attempting to direct territory-based salespeople to increase their ambidexterity behaviors may undermine the job satisfaction of certain salespeople by triggering a decrease in motivation while the same directives have the opposite effect for other salespeople. The findings also demonstrate salesperson reactions to ambidexterity requests, which provide additional insights for effective salespeople hiring, training and management. Originality/value The findings have implications for better understanding the effectiveness of sales management leadership directives. The study also offers a promising direction for future research to investigate salesperson receptivity to managerial controls.

“Turning role conflict into performance”: assessing the moderating role of self-monitoring, manager trust and manager identification

“…Contemporary scholars have stressed the importance of analyzing the determinants of job satisfaction (e.g. Darrat et al, 2017;DeCarlo et al, 2021;Guenzi et al, 2019;Rajabi et al, 2021). Hence, scholarly work exploring the factors that can reduce the effect of workplace stressors, such as role conflict, and the factors that can strengthen the effects of job satisfaction can offer meaningful directions for organizations to manage their employees.…”

Linking person–job fit and intrinsic motivation to salespeople’s service innovative behavior

“…Following salespeople research (DeCarlo and Lam, 2016; DeCarlo et al , 2021), the nine-items promotion focus scale developed by Neubert et al (2008) that fits the work-related context was used to gauge salespeople promotion focus (e.g. “I take chances at work to maximize my goals for advancement”).…”

“…A crucial area of person–environment fit concerns the conditions that might strengthen or weaken the P-J fit role in salespeople’s motivation and performance is their regulatory orientations (Latham and Pinder, 2005). Previous research to unpack the influence of individuals’ regulatory orientations on salespeople’s motivation and performance indicated the need for further scholarly attention to regulatory orientation to fully understand the nexus between resources (P-J fit) and motivation (DeCarlo et al , 2021). Building on the regulatory fit theory (Higgins, 1997), we anticipate that promotion focus may act as a boundary condition that strengthens the nexus among P-J fit and INTMOT and therefore promote service innovative behavior.…”