The Influence of Critical Success Factors on B2B Sales Performance and the Mediating Role of Social Intelligence

Aydın, Samet; Koç, Erdoğan; Kaya, Nihat

doi:10.5296/bms.v8i2.11563

Cited by 12 publications

(14 citation statements)

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“…Nonetheless, the results of research conducted in Iran reveal that despite the appropriate amount of social capital available in Iranian sport organizations, they lack an adequate development of entrepreneurial and extra-role behaviors (Mirsafian 2016). One of the reasons for this could be the lack of social intelligence and its relevant factors on the part of the human resources of such organizations (Aydin, Koc & Kaya 2017). Social intelligence involves a broad range of social skills, influencing the employees' perception, cognitive analysis, and behavioral skills or competence for individual interactions in organizational environments (Howe 2017).…”

Section: Introductionmentioning

confidence: 99%

“…Social intelligence involves a broad range of social skills, influencing the employees' perception, cognitive analysis, and behavioral skills or competence for individual interactions in organizational environments (Howe 2017). Social intelligence refers to the accurate perception of a social environment and plays a crucial role in interpersonal understanding (Aydin, Koc & Kaya 2017). Scholars present social intelligence psychometrics as a factor that improves the ability to understand social circumstances and affects an individual's management of interpersonal relations and social interactions (Nikoopour & Esfandiari 2017).…”

Section: Introductionmentioning

confidence: 99%

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Effect of Social Intelligence on OCB and EB, with Effect on Social Capital as a Mediating Variable, in a Sport Organization in Iran

Mirsafian

2018

Physical Culture and Sport. Studies and Research

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This study aimed to measure the effect of social intelligence on organizational citizenship behavior and entrepreneurial behaviors among staff members in a sport organization in Iran, with the effect on social capital as a mediating variable. The method of this study was survey, and 205 staff members were selected using stratified random sampling. The instrument in this study included four standard questionnaires measuring social intelligence (Silvera, Martinussen & Dahl, 2001), social capital (Nahapiet & Ghoshal, 1998), OCB (Organ, 1988), and EB (Mirsafian & Salimi, 2016). The data was analyzed by employing SPSS and AMOS Graphics software. The results indicated that the staff’s social intelligence had a direct effect on improving the social capital of the organization (β = 0.63). Also, social capital had a direct effect on increasing the staff’s OCB (β = 0.20) and EB (β = 0.25). Furthermore, the staff’s social intelligence had an indirect effect on increasing the social capital and improved their OCB (β = 0.51) and EB (β = 0.44). Hence, trying to increase the staff’s social intelligence in sport organizations in Iran led to improving the staff’s extra role behaviors as well as entrepreneurial behaviors at the organization, in addition to the effect of increasing the social capital in those organizations.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Effect of Social Intelligence on OCB and EB, with Effect on Social Capital as a Mediating Variable, in a Sport Organization in Iran

Mirsafian

2018

Physical Culture and Sport. Studies and Research

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“…Social intelligence can influence the employees' perception of the social work climate, apart from affecting their behavioral skills, social skills and their cognitive ability or capability for individual interactions within an organization (Howe, 2017). Social intelligence has a crucial role for promoting the social understanding of others (Aydin, Koc & Kaya 2017). Yahyazadeh-Jelodar and Lotfi-Goodarzi (2012) and Nikoopour and Esfandiari (2017) asserted that social intelligence is closely connected to the social aspects of an organization, such as working climate, besides establishing efficient relations within an organization, thus leading to a more efficient set of employees and greater productivity.…”

Section: Literature Reviewmentioning

confidence: 99%

Assessing the Mediating Effect of Organizational Climate in the Context of Malaysian Banking Industry

Vasudevan¹,

Mahadi²

2019

J Entrep Bus

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This study examined the mediating effect of organizational climate on the relationship between emotional intelligence and leader-member exchange on organizational citizenship behavior within the context of Malaysian banking industry. The study began by assessing the links that exist between emotional intelligence, leader-member exchange, and organizational citizenship behavior in terms of conceptual theory, context and measurement. The context selected for this study refers to the commercial banking industry of Malaysia. The reason for selecting this particular industry is because it involves the quality effort of developing leader-member exchange relationship among workers. By looking into the employees' citizenship behavior, the outcome of this study can be used to improve job commitments and work climate of employees. A successful organizational climate has to consider the leader-member exchange approach so as to increase employees' commitment, their mental ability, and employees' citizenship behavior. In meeting the research objectives, both survey and systematic analysis methods were employed. The relationships between the variables were examined using IBM Statistical Package for Social Sciences (SPSS) software Version 24, whereas the mediation analysis was determined using SMART PLS-3. This study gathered 384 usable data via survey. The study findings revealed that emotional intelligence and leader-member exchange had a positive relationship on organizational citizenship behavior, while the hypotheses are positively supported, directly and indirectly (the impression of partial mediation) with all 12 hypotheses revealing positive and high test for all constructs with significant levels. The study outcomes pave the path for future researchers to further analyze the recommended variables, especially when organization functions and performances are closely associated to evaluating employee's emotional intelligence, employee's exchange relationships and employee's commitment toward organizational citizenship behavior.

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“…In this study, a framework is proposed and validated relating to organisational and environmental indicators of sales performance in B2B sellers from a service perspective. Numerous scholars – such as Aydin et al (2017), Blocker et al (2012), Darrat et al (2017), Hohenschwert and Geiger (2015) and Limbu et al (2016) – have argued that the variables proposed by Churchill et al (1985) and Walker et al (1977) cannot be considered the most prominent predictors of sales performance from a service perspective. Therefore, it should be noted that this study does not focus on the most prominent predictors of sales performance, but rather on organisational and environmental indicators as promulgated by Verbeke et al (2011).…”

Section: Introductionmentioning

confidence: 99%

Organisational and environmental indicators of B2B sellers’ sales performance in services firms

Rodriǵuez

Roberts-Lombard

Høgevold

et al. 2022

EBR

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Purpose This study aims to propose a conceptual framework based on organisational and environmental indicators of business-to-business sellers’ sales performance in services firms. Design/methodology/approach A descriptive research design was applied and data was gathered from 389 respondents across industries and different-sized services firms in Norway using a self-administered questionnaire. Findings Results show that the proposed six-dimensional framework of organisational and environmental indicators can be applied to manage seller–customer relationships in a business-to-business environment. Research limitations/implications A six-dimensional framework of organisational and environmental indicators is tested successfully in services firms. Practical implications Increasingly, services firms will need to work closely with business-to-business sellers to proactively adapt to market changes through a co-creation approach to build long-term seller–customer relationships. Originality/value To the best of the authors’ knowledge, no previous study has focused on relationship marketing in business-to-business relationships that proposes a conceptual framework based on organisational and environmental indicators of business-to-business sellers’ sales performance in services firms.

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The Influence of Critical Success Factors on B2B Sales Performance and the Mediating Role of Social Intelligence

Cited by 12 publications

References 50 publications

Effect of Social Intelligence on OCB and EB, with Effect on Social Capital as a Mediating Variable, in a Sport Organization in Iran

Effect of Social Intelligence on OCB and EB, with Effect on Social Capital as a Mediating Variable, in a Sport Organization in Iran

Assessing the Mediating Effect of Organizational Climate in the Context of Malaysian Banking Industry

Organisational and environmental indicators of B2B sellers’ sales performance in services firms

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