“…Ultimately, then, this conceptualization suggests that the salesperson-culture fit is determined by (1) the degree of intensity and sharing of key organizational values among salespeople and (2) the degree of congruency between salespeople's personally held values and those of their organization. Evans et al (2002) reinforce this conceptualization by investigating the relationship between perceptual congruence (value congruity between management and salesperson) and the salesperson's job-related performance. Drawing on social identity theory, the conceptual link between culture strength and value congruity is now detailed.…”
Section: Value Congruitymentioning
confidence: 93%
“…To attempt to minimize the respondent bias characteristic of self-report scales, latent value congruity is typically measured by subtracting the summed mean differences between organizational and personal value items from the maximum point value of the scale or index used (e.g., Apasu, Ichikawa, and Graham 1987;Enz 1986). A similar methodological approach was used by Evans et al (2002) in assessing attitude congruence among salespeople and their managers.…”
Although a strong culture has been widely acknowledged as a defining characteristic of successful firms, past research has failed to examine the influence it exerts on the attitudes and behavior of salespeople. In a two-sample study, we measure culture strength and explore its relationship to value congruity and to three sales force outcomes that define the sales management research tradition: role stress, organizational commitment, and job satisfaction. Within the contexts of the sales subculture of a Fortune 500 firm (Study 1) and specialized sales organizations (Study 2), the results reveal a compelling portrait of the forces that shape salesperson-culture fit. Specifically, the results of both studies indicate that a strong culture leads to higher levels of value congruity, job satisfaction, and organizational commitment, and lower levels of role stress. Key implications are highlighted for sales managers and for researchers.
“…Ultimately, then, this conceptualization suggests that the salesperson-culture fit is determined by (1) the degree of intensity and sharing of key organizational values among salespeople and (2) the degree of congruency between salespeople's personally held values and those of their organization. Evans et al (2002) reinforce this conceptualization by investigating the relationship between perceptual congruence (value congruity between management and salesperson) and the salesperson's job-related performance. Drawing on social identity theory, the conceptual link between culture strength and value congruity is now detailed.…”
Section: Value Congruitymentioning
confidence: 93%
“…To attempt to minimize the respondent bias characteristic of self-report scales, latent value congruity is typically measured by subtracting the summed mean differences between organizational and personal value items from the maximum point value of the scale or index used (e.g., Apasu, Ichikawa, and Graham 1987;Enz 1986). A similar methodological approach was used by Evans et al (2002) in assessing attitude congruence among salespeople and their managers.…”
Although a strong culture has been widely acknowledged as a defining characteristic of successful firms, past research has failed to examine the influence it exerts on the attitudes and behavior of salespeople. In a two-sample study, we measure culture strength and explore its relationship to value congruity and to three sales force outcomes that define the sales management research tradition: role stress, organizational commitment, and job satisfaction. Within the contexts of the sales subculture of a Fortune 500 firm (Study 1) and specialized sales organizations (Study 2), the results reveal a compelling portrait of the forces that shape salesperson-culture fit. Specifically, the results of both studies indicate that a strong culture leads to higher levels of value congruity, job satisfaction, and organizational commitment, and lower levels of role stress. Key implications are highlighted for sales managers and for researchers.
“…Included among them are stress (Brown & Peterson, 1993; Churchill, Ford, Hartley, & Walker, 1985; Singh, 1998), the complexity of the sales task related to the specifics of the sales objectives and sales territory design (Grant, Cravens, Low, & Moncrief, 2001), and environmental uncertainties (Sohi, 1996). Factors associated with the company include corporate policies and procedures, relating, for example, to opportunities for promotion and customer orientation (Donavan et al, 2004), interactional equity (Goodwin & Ross, 1992; Ramaswami & Singh, 2003), support provided by the organization (product quality, call centre), relationships with other employees (including support personnel; Rich, 1997), perceived congruity between supervisors' assessment of the salespeople and their self‐assessment (Evans et al, 2002), the perceived performance of supervisors (Pettijohn, Pettijohn, Taylor, & Keillor, 2001), as well as management style (Dubinsky, Yammarino, Jolson, & Spangler, 1995). Proposition 11 SS/D with respect to work role is affected by factors related to the sales agent's work such as stress (e.g., perceptions of role conflict and ambiguity) and the perceived difficulty of the sales tasks (e.g., the specifics of the sales objectives and the nature of the sales territory).…”
Section: Conceptual Framework and Research Propositionsmentioning
“…Logically, these differences of perception can cause other harms for the progress of the organization and for the social relationship of the agents that compose it. Among the problems that these differences incur are: a non-effective job design, misapplication of motivational principles and non-effective supervision (Evans et al, 2002). It is from the understanding of the environment in which it is inserted, precisely complex and dynamic, that the managers end up defining their strategies (Lang et al, 2014).…”
Different perceptions of strategic agents in organizations can cause problems and opportunities. There is, therefore, the need to explore what may be the factors that can influence the formation of the perceptions of the strategic agents. We seek to explore the contemporary knowledge of psychology, based on a social rationality rather than economic. The brain, an important factor in social relation, is the locus of formation of the relation between past, present and future events. The objective of this essay is to propose a perspective for the analysis of the differences of the perceptions of the individuals in the organizations based on the psychology associated with a basic social logic of the functioning of the brain (social brain). The relationships between these time periods form the perceptions of the strategic agents in the moments in which they are and are in constant feedback, according to the results of the current perceptions. The contributions to the theory are in the integration of theories that can aid the study of the perception of the strategic agents. For management practice, this view is expected to contribute to the process of interpersonal relationship between employees and to facilitate the decision-making processes in organizations.
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