Levels of analysis and sources of data in sales research: a multilevel-multisource review

Sales researchers are increasingly adopting a multilevel-multisource (MLMS) approach to answer many key questions involving sales managers, salespeople and customers. MLMS research involves the acquisition and analysis of data collected from two or more sources pertaining to multiple hierarchical levels and presents a number of opportunities and challenges for sales researchers to consider. The authors highlight the benefits and the drawbacks of MLMS research and describe various approaches for implementing an MLMS collection and analysis. Additionally, a review of the MLMS studies conducted in the sales domain is provided which summarizes and delineates relationships tested in the extant literature. Based on this review, the authors advance a number of underdeveloped areas of research where MLMS approaches can be applied to further the understanding of the dynamic conditions that typify sales research.     

On the nature of international sales and sales management research: a social network–analytic perspective

This research uses a combination of text mining, co-word analysis, and social network analysis (SNA) to review 132 international sales and sales management (ISSM) articles published between 1980 and 2017. The study provides a unique view of the past and future of ISSM research and provides three principal contributions. First, from a social network–analytic perspective, it offers a unique examination of the ways ISSM research topics are interconnected, as reflected by keyword network structure. Second, by conducting SNA across two periods (1980–1999 and 2000–2017) and examining the changes in network centrality measures, the study offers initial insights into the evolving nature of the ISSM literature. Third, the study reports keyword network disconnections (i.e., structural holes) to propose a fruitful agenda for future ISSM research. Taken together, this research offers a current perspective of the ISSM research domain's evolving nature.     

Creating research collaboration among the global community of sales scholars: key takeaways from the 2013 AMA faculty consortium

Within the contemporary business milieu, the discipline of selling and sales management has taken on a more prominent role in recent years. Myriad factors have contributed to the rise of interest in sales including globalization, technology, more sophisticated analytical approaches and new opportunities for co-creation of value between organizations and their customers. Over the past three decades, seven faculty consortia in sales have served as milestones to document the progress of the field, particularly the evolution of academic research. This article provides key takeaways from the most recent American Marketing Association (AMA) Faculty Consortium in Selling and Sales Management, which had the overarching goal of fostering new opportunities for building intercontinental research teams to effectively address the substantive issues for the future of the field.     

A job demands-resources perspective on salespersons’ market intelligence activities in new product development

Research shows that R&D's use of sales’ market intelligence positively influences innovation performance. However, little is known about whether this effect hinges on salespersons’ engagement towards and perceptions of market intelligence activities (MIA). Moreover, research remains incomplete regarding the drivers of salespersons’ MIA engagement. Using dyadic data from 359 salespersons and 239 R&D managers in a multi-level model based on the job demands-resources theory, we demonstrate that the positive effect of R&D's use of sales’ market intelligence on innovation performance is especially pronounced when salespersons’ market intelligence generation is high and role ambiguity is low. We also show that although salespersons’ self-set MIA goals are a strong driver of their MIA engagement, not assigning salespersons MIA goals may be a double-edged sword: in the short run, salespersons might engage in MIA voluntarily. However, in the long run, they could incur psychological costs in terms of role ambiguity and conflict, preventing them from engaging in MIA.     

Impression management and overclaiming on job applications: Related to future sales performance?

Despite decades of research on the role of socially desirable responding (SDR) in hiring contexts, it remains unclear whether job applicant SDR is related to future employee performance. Drawing on a large sample of 1,084 retail sales employees and their original job application data, this study examined the predictive validity of two operationalizations of SDR: (a) impression management captured using a personality scale and (b) overclaiming familiarity with a list of products that were directly relevant to the job. Neither measure was used to inform the hiring decisions. Results showed that job applicant impression management and overclaiming were unrelated to four indicators of future sales performance as employees. Implications for organizational selection policies involving applicant SDR are discussed.     

Effect of salespeople's acquisition–retention trade-off on performance

This research examines the impact of the acquisition–retention resource allocation at the individual salesperson level – that is, the proportion of their time dedicated to acquisition versus retention activities – on their sales performance. We extend prior research that investigates the acquisition–retention trade-off below (i.e., customer value approach) or above (i.e., firm portfolio approach) the salesperson's perspective by also incorporating many ‘within-firm’ factors that are critical to capturing the contingent nature of the allocation decision. The results suggest that firms can double their sales gains by implementing a trade-off strategy that customizes the acquisition allocation at the salesperson level. Using matched triadic data gathered from 227 salespersons, 106 supervisors and the seller's database, the authors find an inverted U-shaped linkage between the proportion of time allocated to acquisition activities and sales performance. Moderation analyses show that salespeople's optimal acquisition allocation depends on their knowledge breadth and job commitment, their supervisor's experience and job commitment and the quantity and quality of the prospects in their relationship portfolio.