Sales Manager Behavior-Based Control and Salesperson Performance: The effects of Manager Control Competencies and Organizational Citizenship Behavior

Salesforce Control Systems as Direct Antecedents of Salesperson and Sales Unit Performance: A Literature Review

“…Moreover, Piercy et al [29] identified that higher sales manager levels of behavior control enhance salesperson performance as a direct result, so that appropriate competencies and abilities of field sales managers improve customer relationships, driven by superior salesperson performance. In a similar way, Flaherty et al [83] connect the deviation from the optimal control profile with a negative influence on individual sales performance, and proposed that managers must be prepared to tailor control to individual characteristics.…”

“…We find support to this link in the field sales managers' sample of Babakus et al [12] and Grant and Cravens [16] studies from Australian marketers; the British-based researches of Piercy et al [26,72]; the works of Baldauf et al [38,67,75] in Austria the United Kingdom, and Australia; the multicultural study in Austria, Bahrain, Greece, India, Israel, Malaysia, Nigeria, Saudi Arabia, and the United Kingdom by Cravens et al [69]; and the analyzes of Spanish industrial sector from Verano-Tacoronte and Melián-González [76], and Küster and Canales [77] considering fixed salary as a main indicator of a behavioral-based control system. Moreover, two British studies from sales managers of diverse British industrial and consumer products from Piercy et al [29,78] relate sales manager behavior-based control level together with behavior-based competences, with salesperson behavior performance.…”

“…The main areas of research propositions found in the literature about this topic, contain the following: firstly the impact of the different variables and activities on the control systems and the performance levels [3,12,26,28,29,35]. Baldauf et al [67] found interesting future research on environmental, organizational and managerial variables that may affect the control strategy; Piercy et al [26] requested to clarify the congruities and incongruities of the different aspects of control and their relationship with sales organization effectiveness; Baldauf et al [38] and Piercy et al [72] focused on the convenience to investigate the behavior-based control extent that lead to higher individual or organizational performance; Cravens et al [90] refered to the causal links between high control and its consequences; Küster and Canales [88] proposed the study of links between output control on performance and company effectiveness.…”

“…Piercy et al [29,35] defined compensation control as the proportion of incentive pay in the total compensation of salespeople, that operates independently of behavior and outcome control. This type of control might take as basis one item extracted from behavior and outcome control (as it may be also conceptulized monitoring control, direction control, or evaluation control) that locates closer to outcome control construct for being based both on low supervision and having the economic retribution as a focal point of the control.…”

“…Therefore longitudinal studies are often requested [5,12,15,17,18,24,29,[30][31][32][33][34]37,44,50,55,67,74,76,78,79,89,[91][92][93][94][95][96][97][98][99].…”