Salesperson ambidexterity in customer engagement: do customer base characteristics matter?

Lam, Son K.; DeCarlo, Thomas E.; Sharma, Ashish

doi:10.1007/s11747-019-00650-0

Cited by 43 publications

(57 citation statements)

References 74 publications

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“…often have substantial influence over salesperson task motivation. For example, customer base characteristics change the motivation for hunting activities (Lam, DeCarlo and Sharma 2019) while demanding customers influence salespeople's intrinsic motivation for selling effort (Jaramillo and Mulki 2008). Given that understanding the customer's business model is a critical task of VBS, we believe a customer's willingness to share value-relevant knowledge should influence the salesperson's perceived effort needed to uncover and realize value-key tasks for VBS.…”

Section: Moderating Effect Of Task Input On Salesperson Input and Leamentioning

confidence: 99%

“…Because VBS requires significant effort, especially for new products where customer specifications are more uncertain, research needs to identify all potential sources for motivating salesperson VBS. Sales managers, teams, and customers have all shown to be influential in motivating behavior (e.g., Ahearne, Mathieu and Rapp 2005;Auh, Menguc, and Jung 2014;Lam, DeCarlo, and Sharma 2019), emphasizing a need for broadening the drivers of VBS to include these factors. The mounting evidence that firms struggle to sell the value of new products (Steenburgh and Ahearne 2018) and the limited attention to customer-focused behaviors for new product selling behavior (Table 1) makes this research void critical to address.…”

mentioning

confidence: 99%

“…Lam, DeCarlo, and Sharma (2019) focus on customer contexts impacting hunting-farming ambidexterity. Similarly, the interplay of leadership (proxy efficacy), group (social support, performance management), and individual traits (goal orientations) help influence service-sales ambidexterity(Yu, Patterson, and de Ruyter 2015).…”

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confidence: 99%

See 2 more Smart Citations

Antecedents and performance outcomes of value-based selling in sales teams: a multilevel, systems theory of motivation perspective

Mullins

Mengüç

Panagopoulos

2019

J. of the Acad. Mark. Sci.

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Firms are increasingly deploying a value-based selling (VBS) approach in their sales organizations to drive growth for new offerings. However, VBS adoption remains challenging, signaling that leaders need guidance to motivate VBS. Drawing from the systems theory of motivation, we examine motivational mechanisms at two levels-salesperson and sales team-to understand how to motivate, and benefit from, VBS. Using multisource data (i.e., salespeople, managers, archival performance) from 70 sales teams in a U.S.-based manufacturing and services provider, our findings illustrate drivers and outcomes of VBS. Specifically, we uncover a framework of salesperson, leader, customer, and team factors that help explain salesperson motivation for VBS. Importantly, we link VBS to customers' adoption of new products to support VBS's role for selling new products. Critical for sales team strategy, our model also integrates a team-level motivational mechanism to provide a comprehensive framework for salesperson and sales team motivations and outcomes.

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Section: Moderating Effect Of Task Input On Salesperson Input and Leamentioning

confidence: 99%

mentioning

confidence: 99%

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Antecedents and performance outcomes of value-based selling in sales teams: a multilevel, systems theory of motivation perspective

Mullins

Mengüç

Panagopoulos

2019

J. of the Acad. Mark. Sci.

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“…In a marketplace increasingly characterized by rapid change, rising complexity, and surges in technological advancement (Day 2011; Hunter and Perreault 2007; Sheth and Sharma 2008), organizations are exploring new efficiencies in frontline management (Lam, DeCarlo, and Sharma 2019). One option being considered by many organizations to increase frontline productivity is the adoption of an ambidextrous frontline management strategy (Yu, Patterson, and de Ruyter 2013).…”

mentioning

confidence: 99%

When Sales Becomes Service: The Evolution of the Professional Selling Role and an Organic Model of Frontline Ambidexterity

Hughes

Ogilvie

2019

Journal of Service Research

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Building on new theoretical foundations in the professional selling domain, growing bodies of research on frontline ambidexterity, and an increasingly demanding and dynamic frontline role, this article advances frontline ambidexterity through three focal goals. We first provide an in-depth discussion of the evolution of the professional selling role. This foundation allows us to identify and explore the implications of a market-driven model of ambidexterity that can manifest organically within certain professional selling contexts. In so doing, we espouse a new model of individual-level ambidexterity—organic frontline ambidexterity. Next, we discern existing models of frontline ambidexterity (characterized as inorganic) and compare these to the organic model proposed. Finally, we provide an organizational framework of frontline ambidexterity enablement to provide context for organizations to best align and enable ambidexterity as a dynamic capability. We provide corresponding research questions in an effort to aid in the systematic expansion of frontline ambidexterity research.

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“…This competition in organizations increased innovation. Another way studies also argued that when companies are fighting in a competitive market they want to innovate themselves for survival (Lam, DeCarlo, & Sharma, 2019). Due to this contradictory result on the relationship between competition and innovation.…”

Section: Level Of Competition Technological Innovativeness and Durimentioning

confidence: 99%

Factor Effecting of Durian Innovation Product of SME Industry: Study in South of Thailand

Srimarut¹,

Mekhum²

2020

RWE

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Innovation is a process of creating new things or simply a new idea. Innovation helps the organization to find a competitive edge for survival. Innovation improves the quality of existing products like durian products in Thailand. The purpose of the current study is to investigate the link between factors that affect the durian product innovation in the small and medium industries working in the south of Thailand. Respondents of this study are employees working in the SME industry of the south of Thailand. Data is collected through a questionnaire via e-mail. Data is cross-sectional and the study is quantitative. Results generated from PLS revealed that factors that affect the durian product innovation are customer base, department of research and development and level of competition has a positive significant impact on durian product innovation. Technological innovativeness also has a positive significant impact on durian product innovation and also mediates the relationship between the level of competition and durian product innovation in the SME industry of the south of Thailand. Policymakers should focus on these factors for increasing the innovation of durian products.

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Salesperson ambidexterity in customer engagement: do customer base characteristics matter?

Cited by 43 publications

References 74 publications

Antecedents and performance outcomes of value-based selling in sales teams: a multilevel, systems theory of motivation perspective

Antecedents and performance outcomes of value-based selling in sales teams: a multilevel, systems theory of motivation perspective

When Sales Becomes Service: The Evolution of the Professional Selling Role and an Organic Model of Frontline Ambidexterity

Factor Effecting of Durian Innovation Product of SME Industry: Study in South of Thailand

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