The ambivalent role of monetary sales incentives in service innovation selling

Alavi, Sascha; Böhm, Eva; Habel, Johannes; Wieseke, Jan; Schmitz, Christian; Brüggemann, Felix

doi:10.1111/jpim.12600

Cited by 24 publications

(8 citation statements)

References 96 publications

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“…Seventy-five per cent of the companies that transition towards value-creating business models do not make any profits after the transformational process (Stanley and Wojcik, 2005). The organizational function that is essential for the successful adoption of value-creating business models and simultaneously most strongly affected by this change is the industrial sales force (Alavi et al , 2022; Haas et al , 2012; Krämer et al , 2022; Terho et al , 2015).…”

Section: The Relevance Of Value-creating Business Models and Value-cr...mentioning

confidence: 99%

“…Value-creating sales reflect the implementation of value-creating business models in the sales function. Therefore, salespeople need to accept and internalize the new business model, as they are conveyors of corporate strategic initiatives, and their support is relevant for its success (Alavi et al , 2022; Krämer et al , 2022). Furthermore, value-creating business models require salespeople to adapt to more complex product–service combinations, deal with more complex multiperson perspectives on both the customer and supplier sides and increase their focus on long-term selling outcomes (Krämer et al , 2022).…”

Section: The Relevance Of Value-creating Business Models and Value-cr...mentioning

confidence: 99%

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Guest editorial: Value-creating sales and digital technologies

Kassemeier

Alavi

Habel

et al. 2023

EJM

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Section: The Relevance Of Value-creating Business Models and Value-cr...mentioning

confidence: 99%

Section: The Relevance Of Value-creating Business Models and Value-cr...mentioning

confidence: 99%

Guest editorial: Value-creating sales and digital technologies

Kassemeier

Alavi

Habel

et al. 2023

EJM

Self Cite

View full text Add to dashboard Cite

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“…In the final article “The Ambivalent Role of Monetary Sales Incentives in Service Innovation Selling,” Alavi et al (2022) examine the role of salespeople in the commercialization of complex new services. Building on self‐focus theory and a data set blending surveys of salespeople and archival company records, they find a curvilinear relationship between salespersons' incentives and their success in selling these complex service innovations.…”

Section: The Articles In This Special Issuementioning

confidence: 99%

The human side of innovation management: Bridging the divide between the fields of innovation management and organizational behavior

Weiß

Baer

Hoegl

2022

J of Product Innov Manag

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The human side of innovation management focuses on the people that are carrying out innovative endeavors in organizations. It marks the intersection between research on innovation management and organizational behavior. However, these two research areas are not well integrated in the current literature, despite the many promises such an integration holds to address the challenges innovative organizations, as well as their employees, are facing in general and in times of uncertainty and transformation in particular. This editorial provides an overview of the special issue and illustrates the divide between research on innovation management and organizational behavior. Applying bibliometric analysis, we point to the need to bridge research in these two areas. Aimed to act as a catalyst for such bridging efforts, this special issue on the human side of innovation brought together research based on different theoretical perspectives and diverse methodological approaches. In this regard, the analysis of the intellectual structure of the special issue articles, reported in this editorial, provides evidence the effectiveness of the intended catalysis.

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“…In value-creating business models, suppliers adopt a proactive role in advising, generating and guaranteeing value-in-use for their customers. The salesforce plays a key role for manufacturers’ transition to value-creating business models (Kassemeier et al , 2022) as it conveys top management’s strategic directions to the market level (Alavi et al , 2022; Krämer et al , 2022). At the same time, the salesforce is strongly affected by technology-induced change processes (Haas et al , 2012; Terho et al , 2015).…”

Section: Introductionmentioning

confidence: 99%

Digital technology usage as a driver of servitization paths in manufacturing industries

Harrmann

Eggert

Böhm

2022

EJM

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Purpose This study aims to conceptually propose and empirically validate a path perspective on the servitization process of manufacturing firms. It identifies a customer and an outcome path to servitization, sheds light on the pivotal role of digital technology usage for both value-creating paths and explores their financial and relational performance outcomes. Design/methodology/approach The authors use a mixed-method approach, combining a qualitative study with a cross-sectional survey in the USA, the UK and Germany. Findings Manufacturing firms choose between two generic paths to servitization, a customer and an outcome path. Digital technology usage is equally important for both value-creating paths. Progress on the outcome path has a positive effect on firms’ financial performance, whereas the customer path has an indirect effect only, fully mediated by firms’ relational performance. Customer tenure and customer’s open-mindedness are contingency variables in the digital technology usage – servitization path – firm performance framework. Research limitations/implications A path perspective is useful to conceptualize the servitization processes in manufacturing industries. Future research should investigate the sequential choice of servitization paths and explore its drivers and performance outcomes. Practical implications To create and claim superior value for their customers, managers can choose between two servitization paths, leading to differential performance outcomes. While digital technology usage is key to progress on both paths, it is particularly effective for newly acquired customers on the customer path. Suppliers should target their value-creating service offerings at open-minded customer firms to reap their full performance potential. Originality/value Propose and empirically validate a path-perspective on servitization. Understand the pivotal importance of digital technology usage for both servitization paths.

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The ambivalent role of monetary sales incentives in service innovation selling

Abstract: This is an open access article under the terms of the Creat ive Commo ns Attri butio n-NonCo mmerc ial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.

Cited by 24 publications

References 96 publications

Guest editorial: Value-creating sales and digital technologies

Guest editorial: Value-creating sales and digital technologies

The human side of innovation management: Bridging the divide between the fields of innovation management and organizational behavior

Digital technology usage as a driver of servitization paths in manufacturing industries

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