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

Author

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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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    1. Lee Cronbach, 1951. "Coefficient alpha and the internal structure of tests," Psychometrika, Springer;The Psychometric Society, vol. 16(3), pages 297-334, September.
    2. Kathleen M. Eisenhardt, 1985. "Control: Organizational and Economic Approaches," Management Science, INFORMS, pages 134-149.
    3. 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.
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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. Kvaløy, Ola & Schöttner, Anja, 2015. "Incentives to motivate," Journal of Economic Behavior & Organization, Elsevier, pages 26-42.
    3. 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.
    4. 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.
    5. 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.
    6. 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.
    7. 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.
    8. Katsikea, Evangelia & Theodosiou, Marios & Morgan, Robert E., 2015. "Why people quit: Explaining employee turnover intentions among export sales managers," International Business Review, Elsevier, pages 367-379.

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