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Erschienen in: Journal of the Academy of Marketing Science 6/2021

21.07.2021 | Original Empirical Research

Self-oriented competitiveness in salespeople: sales management implications

verfasst von: Wyatt A. Schrock, Douglas E. Hughes, Yanhui Zhao, Clay Voorhees, John R. Hollenbeck

Erschienen in: Journal of the Academy of Marketing Science | Ausgabe 6/2021

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Abstract

We explore the complexity of salesperson competitiveness and the concept of self-oriented competitiveness (SOC). Study 1 develops and validates a measure of SOC within a nomological network of achievement-related and personality constructs. Study 2 leverages a field experiment with a corporate sales force to explore alternative financial incentive structures facilitating performance across salespeople possessing different types of competitiveness. Using a contingency approach to leadership behavior and a multilevel field study with salesperson–sales manager dyadic data, Study 3 shows that other-oriented competitiveness (OOC) and SOC lead to conditionally distinct salesperson behaviors and differential performance outcomes. Collectively, the three investigations suggest that SOC is a unique construct having important sales management and future research implications.

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Fußnoten
1
This type of fit is distinct from “person–organization fit.” As Kristof (1996, p. 8) has suggested: “Although it is likely that many job requirements will mirror characteristics of the organization, they are conceptually distinct elements of the work environment.”
 
2
We also conducted regression analysis using the continuous measures of SOC and OOC and a dichotomous contest design moderator. The results were consistent with the ANCOVA analysis.
 
3
Although the argument for the antagonistic interaction between AOLB and SOC above is grounded on the concept of complementary person–supervisor fit, the expectation is consistent with other theoretical perspectives. For example, substitutes for leadership theory (Kerr and Jermier 1978) suggests that certain subordinate personality traits can act as leadership substitutes (rendering certain leadership unnecessary or redundant). Path-goal theory (House 1996) proposes that leaders will be motivating to the extent that they complement the subordinate’s environment with necessary guidance. Similarly, situational leadership theory (Hersey and Blanchard 1979) suggests that, to be effective, leaders must adjust to their followers—and that “telling” can be ineffective with mature subordinates.
 
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Metadaten
Titel
Self-oriented competitiveness in salespeople: sales management implications
verfasst von
Wyatt A. Schrock
Douglas E. Hughes
Yanhui Zhao
Clay Voorhees
John R. Hollenbeck
Publikationsdatum
21.07.2021
Verlag
Springer US
Erschienen in
Journal of the Academy of Marketing Science / Ausgabe 6/2021
Print ISSN: 0092-0703
Elektronische ISSN: 1552-7824
DOI
https://doi.org/10.1007/s11747-021-00792-0

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