Should I Stay or Should I Go? The Cascading Impact of Performance Pressure on Supervisor Bottom-Line Mentality and Salesperson Hypervigilant Decision Making, Emotional Exhaustion, and Engagement

Brown, Barron; Locander, Jennifer A.; Locander, William B.

doi:10.1080/1051712x.2022.2121502

Cited by 9 publications

(3 citation statements)

References 56 publications

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“…They found that perceived organization justice (i.e., a belief that the organization is fair in its operations; Ambrose & Schminke, 2009) increased the institutionalization of ethics within the organization, which then reduced the likelihood of leaders taking on a BLM. Finally, Brown and colleagues (2022) found that organizational performance pressure is positively related to leader BLM. Overall, this research starts to unpack the factors that could propel or dissipate leader BLMs.…”

Section: A Review Of Core Research Findingsmentioning

confidence: 95%

“…The authors also found that the mediating role of servant leader role conceptualization continued to explain the indirect effects of perceptions of top management BLM onto servant leadership while modeling the alternative mediating paths of supervisor BLM and supervisor empathy. In addition, in a sales context, research recently demonstrated that leader BLM is positively related to dysfunctional decision-making (Brown, Locander, & Locander, 2022). Finally, a recent study by Chen, Zhu, Liu, Mao, and Gao (2022) utilized goal setting theory (Locke & Latham, 1990) to examine the effects of leader BLM on employee effort and helping behaviors.…”

Section: A Review Of Core Research Findingsmentioning

confidence: 99%

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The Construct of Bottom-Line Mentality: Where We’ve Been and Where We’re Going

Greenbaum

Mawritz

Zaman

2023

Journal of Management

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A growing body of research has examined the construct of bottom-line mentality (BLM), which captures a tunnel vision focus on securing bottom-line outcomes to the disregard of competing work priorities. We offer a systematic review of the literature to summarize current knowledge of BLM, what is missing in the literature, and key opportunities for advancing our theoretical understanding of the construct. Our review first defines and conceptualizes BLM and then organizes past BLM findings according to the key sources of BLM: (a) leader, (b) employee, and (c) collective BLM. When applicable, research on each source of BLM is synthesized with respect to its most prevalent theoretical frameworks and in relation to its (a) outcomes, (b) antecedents, and (c) instances whereby BLM serves as a moderator. Our discussion then examines the critical ways in which BLM research can advance with the most theoretical rigor. We first discuss whether there is value in studying a BLM with respect to non-financial, bottom-line outcomes. Second, we question whether BLMs always (or mostly) foster the desired bottom-line outcome. Third, we provide theoretical arguments that support BLM as a potentially activated psychological state that is driven by context and suggest specific contexts that could be the driving forces of BLMs at work. Finally, we discuss the ways in which BLM research can improve methodologically, including a suggestion of how to revise the current BLM measure to advance BLMs with respect to non-financial, bottom-line outcomes.

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Section: A Review Of Core Research Findingsmentioning

confidence: 95%

Section: A Review Of Core Research Findingsmentioning

confidence: 99%

The Construct of Bottom-Line Mentality: Where We’ve Been and Where We’re Going

Greenbaum

Mawritz

Zaman

2023

Journal of Management

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“…These types of leadership opportunities can serve to strengthen salesperson job engagement (e.g. a sense of belonging; belief in the mission of the company), thereby reducing turnover intentions (Brown et al , 2022).…”

Section: Managerial Implicationsmentioning

confidence: 99%

Salesperson motivation, compensation, training and deployment within the sales ecosystem

Lastner,

Locander,

Pimentel

et al. 2023

EJM

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Purpose This study aims to examine the applicability of Hartmann et al.’s (2018) service ecosystem framework to the day-to-day management of the modern sales force. The authors provide a review of the framework, acknowledging its strengths, while also indicating areas for advancement. The authors conclude with recommendations to the framework and indicate opportunities where future research could advance sales theory. Design/methodology/approach A review of the theoretical underpinnings of the service ecosystem framework is weighed against the established roles and responsibilities of the modern sales force in the literature. Findings The ability of the framework to capture the multi-level, multi-actor and dynamic aspects of sales represents an improvement in the conceptualization of selling is critical. Suggestions around the refinement for meso-level sales interactions and a more pliant application of service dominant-logic are offered. Research limitations/implications The suggested extensions of the framework continue the advancement of novel theorization for the field of sales. Priorities for future research include consideration of ethical implications of the framework and formulations of new management strategies reflective of the broad and dynamic properties of the ecosystem conceptualization. Practical implications This paper provides managerial guidelines and implications tied specifically to the thick and thin crossing points and how they may impact employee decision-making. Originality/value To the best of the authors’ knowledge, this study is the first to pointedly examine the service ecosystem framework with respect to established principles of managing a modern sales force.

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