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Consequences of sales management control in field sales organizations: a cross-national perspective

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  • Baldauf, Artur
  • Cravens, David W.
  • Grant, Kegn
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    Abstract

    In this study we explore the effects of behavior-based sales management control on salesperson characteristics, salesperson performance and sales organization effectiveness with data collected from field sales managers in Australia and Austria. Considering this cross-national perspective, knowledge should be added to the limited international sales management literature. The study findings provide strong support for positive relationships between behavior-based control and salesperson characteristics, salesperson outcome performance, and sales organization effectiveness. The results offer encouraging support of the cross-national relevance of the sales management behavior-based control model.

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    File URL: http://www.sciencedirect.com/science/article/pii/S0969593102000380
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    Bibliographic Info

    Article provided by Elsevier in its journal International Business Review.

    Volume (Year): 11 (2002)
    Issue (Month): 5 (October)
    Pages: 577-609

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    Handle: RePEc:eee:iburev:v:11:y:2002:i:5:p:577-609

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    Web page: http://www.elsevier.com/wps/find/journaldescription.cws_home/133/description#description

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    Related research

    Keywords: Sales management control strategies Field sales managers Cross-national study;

    References

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    1. Behrman, Douglas N. & Perreault, William Jr., 1982. "Measuring the performance of industrial salespersons," Journal of Business Research, Elsevier, vol. 10(3), pages 355-370, September.
    2. Lee Cronbach, 1951. "Coefficient alpha and the internal structure of tests," Psychometrika, Springer, vol. 16(3), pages 297-334, September.
    3. R Bruce Money & John L Graham, 1999. "Salesperson Performance, Pay, and Job Satisfaction: Tests of a Model Using Data Collected in the United States and Japan," Journal of International Business Studies, Palgrave Macmillan, vol. 30(1), pages 149-172, March.
    4. Kathleen M. Eisenhardt, 1985. "Control: Organizational and Economic Approaches," Management Science, INFORMS, vol. 31(2), pages 134-149, February.
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    Cited by:
    1. Dewettinck, K. & Buyens, D., 2006. "Linking behavioral control to frontline employee commitment and performance: a test of two alternative explanations using motivation theories," Vlerick Leuven Gent Management School Working Paper Series 2006-13, Vlerick Leuven Gent Management School.
    2. Theodosiou, Marios & Katsikea, Evangelia, 2007. "How management control and job-related characteristics influence the performance of export sales managers," Journal of Business Research, Elsevier, vol. 60(12), pages 1261-1271, December.
    3. Ola Kvaløy & Anja Schöttner, 2014. "Incentives to Motivate," CESifo Working Paper Series 4656, CESifo Group Munich.
    4. Kustin, Richard Alan, 2004. "Marketing mix standardization: a cross cultural study of four countries," International Business Review, Elsevier, vol. 13(5), pages 637-649, October.
    5. Rajagopal, 2006. "Analysis of Effective Control Practices in Sales Management: A Comparative Study in Developing Countries," Marketing Working Papers 2006-04-MKT, Tecnológico de Monterrey, Campus Ciudad de México.
    6. Mallin, Michael L. & Asree, Susita & Koh, Anthony C. & Hu, Michael Y., 2010. "Antecedents to managerial trust and sales control in Malaysian salesforce," International Business Review, Elsevier, vol. 19(3), pages 292-305, June.

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