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Journal of the Academy of Marketing Science

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11.10.2017 | Original Empirical Research

The role of leadership in salespeople’s price negotiation behavior

verfasst von: Sascha Alavi, Johannes Habel, Paolo Guenzi, Jan Wieseke

Erschienen in: Journal of the Academy of Marketing Science | Ausgabe 4/2018

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Abstract

Salespeople assume a key role in defending firms’ price levels in price negotiations with customers. The degree to which salespeople defend prices should critically depend upon their leaders’ influence. However, the influence of leadership on salespeople’s price defense behavior is barely understood, conceptually or empirically. Therefore, building on social learning theory, the authors propose that salespeople might adopt their leaders’ price defense behavior given a transformational leadership style. Furthermore, drawing on the contingency leadership perspective, the authors argue that this adoption fundamentally depends on three variables deduced from the motivation–ability–opportunity (MAO) framework, that is, salespeople’s learning motivation, negotiation efficacy, and perceived customer lenience. Results of a multi-level model using data from 92 salespeople and 264 salesperson–customer interactions confirm these predictions. The first to explore contingencies of salespeople’s adoption of their transformational leaders’ price negotiation behaviors, this study extends marketing theory and provides actionable guidance to practitioners.

Vorheriger Artikel A meta-analytic review of influence strategies in marketing channel relationships

Nächster Artikel When one bad apple spoils consumers’ judgment of the brand: exposure to an employee’s non-workplace transgression and potential remedies

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Following prior works in this literature stream, we do not take a normative stance on the question whether salespeople should or should not grant discounts to customers. Instead, our work is of explicative nature and aims to improve our understanding of the factors that factually drive salespeople’s price defense.

An alternative hypothesis may be that a salesperson whose negotiation efficacy is low may imitate a leader’s price defense in search for orientation and improvement. However, if negotiation efficacy is low, the salesperson may try to learn with lower self-regulation and higher stress, which decreases learning success (Zimmerman 2000). Thus, we expect the net moderating effect of negotiation efficacy to be positive.

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Titel: The role of leadership in salespeople’s price negotiation behavior
verfasst von: Sascha Alavi
Johannes Habel
Paolo Guenzi
Jan Wieseke
Publikationsdatum: 11.10.2017
Verlag: Springer US
Erschienen in: Journal of the Academy of Marketing Science / Ausgabe 4/2018
Print ISSN: 0092-0703
Elektronische ISSN: 1552-7824
DOI: https://doi.org/10.1007/s11747-017-0566-1

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