Salesperson learning, organizational learning, and retail store performance

Abstract

Salesperson learning has the potential to contribute to the competitive advantage of the firm by increasing its capacity for organizational learning. The relationship between employee and organizational learning is often taken-for-granted, yet the relationship between the two is complicated. The transfer of individual learning to the organizational level can not always be assumed. The authors examine this relationship, focusing on the facilitating role of organizational climate for learning and information dissemination efficiency in translating salesperson learning to organizational learning. The model, tested using a sample of 422 respondents from 113 retail stores in a national chain, is partly supported. Individual learning was found to be postitively associated with organizational learning and organizational climate for learning had a positive moderating effect on this relationship. The hypothesized moderating effect of information dissemination efficiency was insignificant. Implications for theory and management are discussed.

Examining chain bookshops in the context of “third place”

“…The current research found that booksellers are certainly used for routine services such as locating and ordering books, but in-depth knowledge requiring a genuine social interaction is not sought. This tends to contradict traditional emphases upon the positive influence of the salesperson in retailing and in customer-facing industries (Goff et al, 1997;Bell et al, 2010). There is also an extensive body of research which demonstrates the importance and impact of customer-to-customer interactions (Arndt, 1967;de Matos and Rossi, 2008) These interactions may result in mimicry (Tanner et al, 2008) or conversely, consumer actions which underline distinctness of identity and behaviour (Berger, 2008).…”

Learning-Oriented Sales Management Control: The Case of a Pharmaceutical Company

“…Part et al (2009) described how SFA enhances sales performance when it facilitates a salesperson's learning behavior, which involves market information processing and adaptive selling behaviors. Bell et al (2010) reported that salespersons' learning refers to the individuals' understanding of their own work environment and their engagement in activities that improve job-related skills and knowledge. It is critical for salespersons to learn the changing preferences of the customers and to develop relationship-based selling skills as they are the primary contact point for the customer and are thus directly responsible for implementing the strategies of the company (Chonko et al 2003;Doyle and Roth 1992;Dubinsky et al, 2002).…”

Systematic review of knowledge acquisition and representation techniques

“…The level of social interaction determines success or failure of knowledge management, which is why employees must remain with positive attitudes given that this behavior develops a natural vision to acquire, use, share, and exchange knowledge without sensing that they are work requirements [21], [22], [23], [24], [25], [26], [27], [28].…”