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

  • Baldauf, Artur
  • Cravens, David W.
  • Grant, Kegn
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    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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    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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    1. 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.
    2. 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.
    3. Kathleen M. Eisenhardt, 1985. "Control: Organizational and Economic Approaches," Management Science, INFORMS, vol. 31(2), pages 134-149, February.
    4. Lee Cronbach, 1951. "Coefficient alpha and the internal structure of tests," Psychometrika, Springer, vol. 16(3), pages 297-334, September.
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