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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

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.

Suggested Citation

  • Baldauf, Artur & Cravens, David W. & Grant, Kegn, 2002. "Consequences of sales management control in field sales organizations: a cross-national perspective," International Business Review, Elsevier, vol. 11(5), pages 577-609, October.
    • Handle: RePEc:eee:iburev:v:11:y:2002:i:5:p:577-609
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    References listed on IDEAS

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    Cited by:

    1. 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.
    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. 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.
    4. 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.
    5. K. Dewettinck & D. Buyens, 2006. "Linking behavioral control to frontline employee commitment and performance: a test of two alternative explanations using motivation theories," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 06/382, Ghent University, Faculty of Economics and Business Administration.
    6. Kvaløy, Ola & Nieken, Petra & Schöttner, Anja, 2015. "Hidden benefits of reward: A field experiment on motivation and monetary incentives," European Economic Review, Elsevier, vol. 76(C), pages 188-199.
    7. Katsikea, Evangelia & Theodosiou, Marios & Morgan, Robert E., 2015. "Why people quit: Explaining employee turnover intentions among export sales managers," International Business Review, Elsevier, vol. 24(3), pages 367-379.
    8. Kvaløy, Ola & Schöttner, Anja, 2015. "Incentives to motivate," Journal of Economic Behavior & Organization, Elsevier, vol. 116(C), pages 26-42.
    9. Gawai MILIND & Iyer RADHA & Kedia NEEL & Bhakkad PRATIK, 2019. "Ethical Leadership and Its Relationship with Sales Force Performance Mediated by Trust of Sales Employees on their Leaders," Economics and Applied Informatics, "Dunarea de Jos" University of Galati, Faculty of Economics and Business Administration, issue 1, pages 120-131.

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