Consequences of sales management control in field sales organizations: a cross-national perspective
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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Volume (Year): 11 (2002)
Issue (Month): 5 (October)
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References listed on IDEAS
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- Kathleen M. Eisenhardt, 1985. "Control: Organizational and Economic Approaches," Management Science, INFORMS, vol. 31(2), pages 134-149, February.
- 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.
- Lee Cronbach, 1951. "Coefficient alpha and the internal structure of tests," Psychometrika, Springer, vol. 16(3), pages 297-334, September.
- 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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