Self-managing selling teams and team performance: The complementary roles of empowerment and control

Lambe, C. Jay; Webb, Kevin L.; Ishida, Chiharu

doi:10.1016/j.indmarman.2007.10.003

Cited by 48 publications

(28 citation statements)

References 43 publications

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“…Lambe, Webb and Ishida (2009) suggest that both autonomy and control enable employees to develop a sense of empowerment within a defined framework resulting in highly engaged employees. Simons (1995) asserts that belief systems would allow employees to grow and flourish within a culture that mitigates the risk of non-compliance.…”

Section: Research Questionmentioning

confidence: 99%

The paradox of managing autonomy and control: An exploratory study

Gilbert

Sutherland

2013

SAJBM

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Managers are frequently offered conflicting advice as to how to increase organisational success. One of these complex dilemmas is whether to grant employees autonomy, which may lead to self-management and empowerment or alternatively, exercise control which may enable managers to retain a well-focussed and goal driven workforce. This research focuses on the key factors that influence the various combinations of autonomy and control and their respective outcomes. Qualitative exploratory research was conducted using in-depth interviews with 16 leading South African management and Human Resource experts to uncover their insights regarding this dilemma. The findings suggest that combinations of autonomy and control can co-exist. Management are able to create environments with high levels of autonomy whilst simultaneously retaining high levels of monitoring and oversight when the management control is indirect. It was found that the seemingly contradictory practices of autonomy versus control are a paradox, not a dilemma. Seventeen factors were identified that influence the different levels of autonomy and control in organisations.

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Section: Research Questionmentioning

confidence: 99%

The paradox of managing autonomy and control: An exploratory study

Gilbert

Sutherland

2013

SAJBM

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“…The study of Lambe et al [87] in the pharmaceutical sector found a positive association between team self-managing behaviors (sales performance, sales activities and selling skills) with selling team performance. Baldauf and Cravens [86] evidenced higher levels of sales unit effectiveness in Austrian organizations whose salespeople display high behavioral or high outcome performance.…”

Section: Sales Unit/sales Organization Effectivenessmentioning

confidence: 97%

“…Professional control (team self-managing behaviors) has been found as a positive antecedent of sales unit (team) performance [87], and it appears to be an unknown or underused tool for organizations.…”

Section: Conclusion and Managerial Implicationsmentioning

confidence: 99%

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

Benet-Zepf¹,

Marín-García²,

Boluda³

2016

Bus Eco J

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“…Most research centres on employee-empowerment programs (Busck and Linds, 2011;Vidal, 2007;Glover, 2005). The object of these analyses remains, however, within managerial hierarchy (Webb et al, 2009;Knights and McCabe, 1998;Hales, 2000;Harley, 1999). In other studies, the focus either does not lie on the structural analysis of the labour-process, or they do not address the question on the level of the entire organisation (Grugulis, Dundon, Wilkinson, 2000;Cicmil, Gaggiotti, 2013;Ahrens, Mollona, 2007;Willmott, 1993;Casey, 1999;Willmott and Knight, 1987;Willmott, 1993).…”

Section: Institutional Economics and Labour-process Theorymentioning

confidence: 99%