2023
DOI: 10.1080/08853134.2023.2198239
|View full text |Cite
|
Sign up to set email alerts
|

Managing ambiguity: salesperson bricolage behavior and its organizational determinants

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1
1

Citation Types

0
3
0

Year Published

2023
2023
2024
2024

Publication Types

Select...
5

Relationship

1
4

Authors

Journals

citations
Cited by 5 publications
(3 citation statements)
references
References 158 publications
0
3
0
Order By: Relevance
“…Activity control limits salespeople's autonomy (Epler et al, 2023) and lowers their level of enjoyment in performing a task (Deci and Ryan, 1985;Miao and Evans, 2014). Top-down decisions mandating and enforcing mechanical activities may cause a sense of an external locus of control, loss of selfdetermination and negative feelings (Challagalla and Shervani, 1996), all of which can dampen intrinsic motivation (Ahearne et al, 2010;Miao and Evans, 2012).…”
Section: Behavior-based Controls and Role Stressorsmentioning
confidence: 99%
See 1 more Smart Citation
“…Activity control limits salespeople's autonomy (Epler et al, 2023) and lowers their level of enjoyment in performing a task (Deci and Ryan, 1985;Miao and Evans, 2014). Top-down decisions mandating and enforcing mechanical activities may cause a sense of an external locus of control, loss of selfdetermination and negative feelings (Challagalla and Shervani, 1996), all of which can dampen intrinsic motivation (Ahearne et al, 2010;Miao and Evans, 2012).…”
Section: Behavior-based Controls and Role Stressorsmentioning
confidence: 99%
“…We contend that capability control can be used to provide salespeople with feedback on the knowledge and skills required to provide excellent customer service (Fang et al , 2005) and Capability information is used to improve salespeople’s sales skills and capabilities (Epler et al , 2023; Kalra et al , 2023a, 2023b) so that they can skillfully seek, process and understand customer feedback (Carver and Scheier, 1982). Salespeople articulate their goals by gathering and interpreting role information from customers under their capability control (Challagalla and Shervani, 1996).…”
Section: Literature Review and Hypothesis Developmentmentioning
confidence: 99%
“…The third area, sales organization culture, is key to the extent that it can be a source of value creation and competitive advantage (Gustafson et al , 2018). Related, the fourth area is job stress, an outcome of organizational culture (Gustafson et al , 2018) that can directly harm sales performance (Epler et al , 2023). The fifth area, salesperson motivation, has long been considered a principal driver of sales performance (Walker et al , 1977).…”
Section: Managerial Implicationsmentioning
confidence: 99%