Impact of Salesforce Commitment on Sales Organisation

Jump To References Section

Authors

  • ,IN

Keywords:

Commitment, Consequences, Salesforce

Abstract

Organisational profit is largely contingent on salesforce commitment. Salesforce commitment has a deep impact on salespeople as well as sales organisation. This paper makes a modest attempt to identify the important consequences of salesforce commitment based on research studies over a period of three decades (1984-2013). The study brings out salesforce commitment as an important variable through its multiple effects on salesforce characteristics, salesforce performance and sales organisation effectiveness. Implications and directions for future research are also indicated.

Downloads

Download data is not yet available.

Metrics

Metrics Loading ...

Downloads

Published

2018-05-16

How to Cite

Fatima, Z. (2018). Impact of Salesforce Commitment on Sales Organisation. Journal of Business Thought, 8, 104–130. Retrieved from https://informaticsjournals.co.in/index.php/jbt/article/view/21200

Issue

Section

Article
Received 2018-05-16
Accepted 2018-05-16
Published 2018-05-16

 

References

Bartol, K. M. (1999). Reframing salesforce compensation systems: An agency theory – based performance management perspective. Journal of Personal Selling and Sales Management, 19(3), 116.

Bateman, T.S., and Strasser, S. (1984). A longitudinal analysis of the antecedents of organizational commitment. The Academy of Management Journal, 27(1), 95-112.

Boshoff, C., and Mels, G. (1995). A causal model to evaluate the relationships among supervision, role stress, organizational commitment and internal service quality. European Journal of Marketing,29(2), 23-42.

Brashear, T. G., Boles, J. S., Bellenger, D. N., and Brooks, C. M. (2003). An empirical test of trust building processes and outcomes in sales manager – salesperson relationships. Journal of the Academy of Marketing Science, 31(2), 189- 200.

Curry, James, P., Wakefield, D. S., Price, J. L., and Mueller, C. W. (1986). On the causal ordering of job satisfaction and organizational commitment. The Academy of Management Journal, 29(4), 847-858.

Dubinsky, A. J., Kotabe, M., Lim, C. U., and Michaels, R. E. (1994). Differences in motivational perceptions among US, Japanese, and Korean sales personnel. Journal of Business Research, 30(2), 175-185.

Grant, K., and Cravens, D. W. (1999). Examining the antecedents or sales organization effectiveness: An Australian study. European Journal of Marketing, 33(9-10), 945-957.

Ingram, T. N., Lee, K. S., and Skinner, S. J. (1989). An empirical assessment of salesperson motivation, commitment, and job outcomes. Journal of Personal Selling and Sales Management, 9(3), 25-33.

Jaramillo, F., Mulki, J. P., and Marshall, G.W. (2005). A meta-analysis of the relationship between organizational commitment and salesperson job performance: 25 years of research. Journal of Business Research, 58(6), 705– 714.

Johnston, M. W., Parasuraman, A., Futrell, C. M., and Black, W. C. (1990). A longitudinal assessment of the impact of selected organizational influences on salespeople's organizational commitment during early employment. Journal of Marketing Research, 27(3), 333-344.

Joshi, A. W., and Randall, S. (2001). The indirect effects of organizational controls on salesperson performance and customer orientation. Journal of Business Research, 54(1), 1-9.

Lanjananda, P., and Patterson, P. G. (2009). Determinants of customer-oriented behavior in a health care context. Journal of Service Management, 20(1), 5-32.

Low, G. S., Cravens, D. W., Grant, K., and Moncrief, W. C. (2001). Antecedents and consequences of salesperson burnout. European Journal of Marketing, 35(5/6), 587-611.

Mathieu, J. E., and Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates and consequences of organizational commitment. Psychological Bulletin, 108(2), 171-194.

MacKenzie, S. B., Podsakoff, P. M., and Ahearne, M. (1998). Some possible antecedents and consequences of in-role and extra-role salesperson performance. The Journal of Marketing, 62(3), 87-98.

Morgan, R. M., and Hunt, S. D. (1994). The commitment-trust theory of relationship marketing.

Journal of Marketing, 58(3), 20-38.

Mowday, R. T., Steers, R. M., and Porter, L. W. (1979). The measurement of organizationalcommitment. Journal of Vocational Behavior, 14(2), 224-247.

Nygaard, A., and Biong, H. (2010). The influence of retail management's use of social power on corporate ethical values, employee commitment, and performance. Journal of Business Ethics, 97(1), 87-108.

Organ, D. W., and Ryan, K. (1995). A meta-analytic review of attitudinal and dispositional predictors of organizational citizenship behavior. Personnel Psychology, 48(4), 775-802.

Piercy, N. F., Low, G. S., and Cravens, D. W. (2011). Country differences concerning sales organization and salesperson antecedents of sales unit effectiveness. Journal of World Business, 46(1), 104-115.

Porter, L. W., Crampon, W. J., and Smith, F. J. (1976). Organizational commitment and managerial turnover: A longitudinal study. Organizational Behavior and Human Performance, 15(1), 87-98.

Sager, J. K., and Johnston, M. W. (1989). Antecedents and outcomes of organizational commitment: A study of salespeople. Journal of Personal Selling and Sales Management, 9(1), 30-41.

Schwepker, C. H. (2001). Ethical climate's relationship to job satisfaction, organizational commitment, and turnover intention in the salesforce. Journal of Business Research, 54(1), 39- 52.

Simintiras, A. C., Ifie, K., Watkins, A., and Georgakas, K. (2013). Antecedents of adaptive selling among retail salespeople: A multilevel analysis. Journal of Retailing and Consumer Services, 20(4), 419-428.

Williams, L.J., and Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in - role behaviours. Journal of Management, 17(3), 601617.