Purpose This study aims to address the need to study salespersons’ thought self-leadership (TSL) and its effectiveness through the interplay of self-efficacy, skills and behavior at the individual level. It also advances the agenda of integrating self-leadership into marketing literature. Design/methodology/approach A model was tested using survey data collected from salespeople within pharmaceutical companies located in India and other Asian countries. A structural equation model was used to test the hypotheses. Findings The results suggest an interesting interplay between a salesperson’s TSL and his/her sales performance. The results also demonstrate the relationship between TSL and self-efficacy and the mediation mechanism through which self-efficacy influences sales performance. Results support the role of TSL as a distal predictor of performance and delineate the complexity of the mediation mechanism through theoretical grounding and empirical evidence. Research limitations/implications The research suggests that a salesperson’s TSL relates positively with the sales performance through three process variables; self-efficacy, selling skills and adaptive selling behavior. The results should encourage managers to leverage salesperson’s TSL strategies to build a self-leading sales force and optimize supervision cost. Moreover, training the sales force for enhanced TSL has immediate payoffs in terms of increased selling effectiveness. The study also discusses theoretical implications. Originality/value By examining TSL in the sales context, the study makes an original contribution to the extant literature. The results of the study enrich the extant information on self-leadership and sales performance linkages by suggesting a mediation mechanism and proposing an integrated framework with selling skills and adaptive selling behavior.

PurposeThis study explores and compares the reasons for or against including situational triggers on the adoption of food delivery apps (FDAs) across lesser-researched Asian countries like India and the Philippines.Design/methodology/approachThe study utilises a qualitative research methodology using focus group discussions and interviews across each country.FindingsRespondents from India highlighted the importance of convenience, aggressive discounts, app service quality, fulfilment and multiple payment options as the key reasons for adopting the FDAs. However, these factors require redressal in the Philippines context. Also, the study findings highlight some country-specific requirements: in the Philippines, food packaging, cheaper options provided by the local convenience stores and lack of variety of food options; in India, the impact of parental beliefs and segregated vegetarian food delivery.Practical implicationsThe study makes practical suggestions for consumer behaviour researchers, developers and marketers of FDAs who are confronted with challenges in app development for a multi-cultural audience and to ensure growth and the adoption of the FDAs across the two countries.Originality/valueThis is one of the first studies to compare diverse national markets to uncover differences and similarities in the factors impacting the adoption of FDAs. The results highlight the impact of varying levels of evolution of FDAs and social, technological and cultural contextual differences on the adoption of the FDAs across India and the Philippines.

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Purpose Although the role of self-leadership is important, it remains understudied in business-to-business (B2B) selling context. This study aims to provide insights into the drivers and outcomes of behavioral self-leadership tested through a sample working in pharmaceutical sales in an emerging economy. In accord, the authors investigate the relationships between self-efficacy, behavioral self-leadership, adaptive selling and ultimately sales performance. This study also investigates the moderating role of technical knowledge. Design/methodology/approach Data were gathered from 208 salespeople working in pharmaceutical industry. AMOS 21.0 and SmartPLS3.0 were utilized to test the conceptual framework. Findings The study finds that self-efficacy is positively related to behavioral self-leadership that in turn is positively related to adaptive selling and sales performance. In addition, counter intuitive findings were uncovered related to salesperson’s technical knowledge. Those with high technical knowledge exhibited weaker relationship between self-efficacy and behavioral self-leadership, behavioral self-leadership and adaptive selling and that between behavioral self-leadership and sales performance than their counterparts with low technical knowledge. Research limitations/implications This study extends work on self-leadership by exploring the effect of self-efficacy and behavioral self-leadership on sales performance. This study also extends the theory on salesperson’s knowledge by proposing the counter-intuitive effect of knowledge and self-efficacy and knowledge and behavioral self-leadership on adaptive selling and sales performance. Practical implications Sales managers should consider that not all employees indulging in behavioral self-leadership would reap benefits from the same. As such, sales managers should assess the level of technical knowledge of the salesforce and when determining their training programs that develop such self-leadership skills. Originality/value The study is one of the first to consider the drivers and outcomes of behavioral self-leadership and technical knowledge in a B2B sales context. By focusing on the interplay between knowledge and self-efficacy and knowledge and behavioral self-leadership, this study provides greater understanding of the effects of behavioral self-leadership than previously expected by sales researchers.

Purpose Extant sales management literature shows that holding negative headquarters stereotypes (NHS) by salespeople is harmful to their sales performance. However, there is a lack of research on how managers can leverage organizational structures to minimize NHS in sales forces. This study aims to know how social network patterns influence the flow of NHS among salespeople and sales managers in a large B2B sales organization. Design/methodology/approach The authors hypothesize and test whether patterns of social networks among salespeople and sales managers determine the stereotypical attitudes of salespeople toward corporate directors and, eventually, impact their sales performance. The authors analyzed a multi-level data set from the B2B sales forces of a large US-based media company. Findings The authors found that organizational social network properties including the sales manager’s team centrality, sales team’s network density and sales team’s external connectivity moderate the flow of NHS from sales managers and peer salespeople to a focal salesperson. Research limitations/implications First, the data was cross-sectional and did not allow the authors to examine the dynamics of social network patterns and their impact on NHS. Second, The authors only focused on advice-seeking social networks and did not examine other types of social networks such as friendship and trust networks. Third, the context was limited to one company in the media industry. Practical implications The authors provide recommendations to sales managers on how to leverage and influence social networks to minimize the development and flow of NHS in sales forces. Originality/value The findings advance existing knowledge on how NHS gets shared and transferred in sales organizations. Moreover, this study provides crucial managerial insights with regard to controlling and managing NHS in sales forces.