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Purpose Considering recent changes in sales practices, such as the sales role becoming more strategic, increased reliance on technology for sales activities, increased stress from adding technological responsibilities to the sales role and decreased avenues of social support (such as traditional forms of community) to cope with work-related stressors, there is a need to reconsider Verbeke et al.’s (2011) classification scheme of determinants of sales performance, which was based on literature published before these critical changes became apparent. This paper aims to conduct a systematic review of sales performance research published during 1983–2018 to propose an extension to Verbeke et al.’s (2011) classification. Design/methodology/approach This paper followed a systematic approach to the literature review in five sequential steps – search, selection, quality control, extraction and synthesis – as suggested by Tranfield et al. (2003). In total, 261 peer-reviewed journal papers from 36 different journals were selected for extraction and synthesis. Findings The findings make the following additions to the classification: strategic and nonstrategic activities as a new category, technological drivers of sales performance and job-related psychosocial factors as a broader category to replace role perceptions. Derived from the job demand–control–support model, three subcategories within the category of job-related psychosocial factors are psychological demands (encompasses role perceptions and digital-age stressors such as technostress creators), job control and work-related social support. Research limitations/implications This paper identifies that manager’s role in facilitating technology skills, providing informal social support to remote or virtual salespeople using technology, and encouraging strategic behaviors in salespeople are future research areas having good potential. Understanding and building positive psychology aspects in salespeople and their effect on sales performance is another promising area. Practical implications Newly added technological drivers draw the attention of sales firms toward the influence of technology and its skilful usage on salesperson performance. Newly added strategic activities makes a case for the importance of strategic participation in salesperson performance. Originality/value This review extends Verbeke et al.’s (2011) classification scheme to include recent changes that sales profession and literature have undergone.

Negative consumer–brand interactions often result in consumer subversion, in which consumers actively reject or avoid brands. To date, the role of positive emotional states, such as subjective well‐being, in brand avoidance remains a crucial oversight in the literature seeking to address consumer subversion. In this study, comprising three studies, we examine why and when subjective well‐being influences brand avoidance. Drawing on self‐control theory and the literature related to anti‐consumption, we argue and demonstrate in Study 1 (N = 330) that subjective well‐being enhances consumers' ability to avoid brands that transgress moral and ethical norms. Study 2 (N = 251) reveals the underlying psychological process by which subjective well‐being engenders greater self‐control in consumers who, as a response, exhibit brand avoidance behavior. Study 3 (N = 243) indicates that anti‐consumption attitude serves as the boundary condition; it specifically demonstrates that a macro‐oriented anti‐consumption attitude accentuates the influence of subjective well‐being on brand avoidance, whereas a micro‐oriented anti‐consumption attitude does not have any effect. Our research contributes to the consumer subversion literature by evaluating the influence of subjective well‐being on moral brand avoidance. This study offers key insights for marketing managers entering markets containing consumers with high or low subjective well‐being.