Moving beyond ethical decision-making: a practice-based view to study unethical sales behavior

Abstract

Changes in the business environment are rapidly transforming sales practice and pressuring the integrity of key actors in sales. Given that unethical sales behavior is a social activity produced and reproduced by various actors in a complex sales task environment, we introduce a novel research perspective to the study of unethical sales behavior, namely a practice-based view. With knowledge from a systematic literature review and a practice-based view from organization research, we suggest unethical behavior should be studied as a practice formed through socialization and interaction with relevant others. This view provides an important alternative as well as a complementary perspective to the ethical decision-making paradigm that has dominated the field for several decades. The study answers scholars' recent calls to strengthen the theoretical foundation of sales ethics research and further extend its perspective towards the social context of sales. With a focus on dynamics, social relations, and the enactment of practices, the practicebased view produces new types of knowledge on unethical behavior, and potential new means for addressing it. The paper makes suggestions for future practice-based research and proposes several theories for use in studying unethical behavior in currently important sales contexts.

Dealing with Misselling: Impact of Behavioural Interventions on Insurance Agents

“…In recent years, the sales profession has undergone many changes that influenced behaviour and practices of salespeople (Ameer & Halinen, 2019). Social media and new technologies have drastically changed ways of social and professional interaction (Lindsey-Mullikin & Borin, 2017; Marshall et al, 2012 Zhuang et al, 2012 Cooper & Frank, 2005 Bush et al, 2007; Marshall et al, 2012) and contributed to unethical practices (Bush et al, 2007; Marshall et al, 2012).…”

“…Social media and new technologies have drastically changed ways of social and professional interaction (Lindsey-Mullikin & Borin, 2017; Marshall et al, 2012 Zhuang et al, 2012 Cooper & Frank, 2005 Bush et al, 2007; Marshall et al, 2012) and contributed to unethical practices (Bush et al, 2007; Marshall et al, 2012). External influences on salesperson’s behaviour include competitors and customers, while internal influences on the salesperson’s behaviour are managers, salespeople, customers and co-workers (Ameer & Halinen, 2019; Schmitz & Ganesan, 2014). Both these influences—external and internal—together influence salespersons to act unethically (Bush et al, 2015; Mcclaren, 2013; Schmitz & Ganesan, 2014).…”

“…Common unethical practices in the sales profession are mainly observed towards customers, competitors and colleagues (Ameer & Halinen, 2019). Studies observed that salespeople show unethical behaviour with their colleagues by taking credit for their work.…”

“…Studies observed that salespeople show unethical behaviour with their colleagues by taking credit for their work. Likewise, spreading wrong information about competitors and misleading customers (Ameer & Halinen, 2019; Lee & Garrett, 2009), disclosing and misusing customers’ confidential information, offering bribes and gifts are common unethical practices among salespeople (Dabholkar & Kellaris, 1992; Zhuang et al, 2012).…”

“…Salespeople learn by experience how their colleagues and managers ignore the ethical practices to achieve unrealistic targets (Ameer & Halinen, 2019). Besides, lack of supervision for long periods dilutes the ethical environment and encourages unethical conduct (Dubinsky et al, 1986; Lagace et al, 1991).…”