Chawla, Vaibhav, Lyngdoh, Teidorlang, Guda, Sridhar, Purani, Keyoor (2020) Systematic review of determinants of sales performance: Verbeke et al.’s (2011) classification extended. Journal of Business and Industrial Marketing, . ISSN 0885-8624. (doi:10.1108/JBIM-07-2019-0322) (KAR id:83661)
PDF
Author's Accepted Manuscript
Language: English |
|
Download this file (PDF/1MB) |
Preview |
Request a format suitable for use with assistive technology e.g. a screenreader | |
Official URL: https://doi.org/10.1108/JBIM-07-2019-0322 |
Abstract
Abstract
Purpose
Considering recent changes in sales practices, such as the sales role becoming more strategic, increased reliance on technology for sales activities, increased stress from adding technological responsibilities to the sales role and decreased avenues of social support (such as traditional forms of community) to cope with work-related stressors, there is a need to reconsider Verbeke et al.’s (2011) classification scheme of determinants of sales performance, which was based on literature published before these critical changes became apparent. This paper aims to conduct a systematic review of sales performance research published during 1983–2018 to propose an extension to Verbeke et al.’s (2011) classification.
Design/methodology/approach
This paper followed a systematic approach to the literature review in five sequential steps – search, selection, quality control, extraction and synthesis – as suggested by Tranfield et al. (2003). In total, 261 peer-reviewed journal papers from 36 different journals were selected for extraction and synthesis.
Findings
The findings make the following additions to the classification: strategic and nonstrategic activities as a new category, technological drivers of sales performance and job-related psychosocial factors as a broader category to replace role perceptions. Derived from the job demand–control–support model, three subcategories within the category of job-related psychosocial factors are psychological demands (encompasses role perceptions and digital-age stressors such as technostress creators), job control and work-related social support.
Research limitations/implications
This paper identifies that manager’s role in facilitating technology skills, providing informal social support to remote or virtual salespeople using technology, and encouraging strategic behaviors in salespeople are future research areas having good potential. Understanding and building positive psychology aspects in salespeople and their effect on sales performance is another promising area.
Practical implications
Newly added technological drivers draw the attention of sales firms toward the influence of technology and its skilful usage on salesperson performance. Newly added strategic activities makes a case for the importance of strategic participation in salesperson performance.
Originality/value
This review extends Verbeke et al.’s (2011) classification scheme to include recent changes that sales profession and literature have undergone.
Item Type: | Article |
---|---|
DOI/Identification number: | 10.1108/JBIM-07-2019-0322 |
Uncontrolled keywords: | Salesperson performance; Sales management; Sales performance; Systematic Review; Sales |
Divisions: | Divisions > Kent Business School - Division > Department of Marketing, Entrepreneurship and International Business |
Depositing User: | Teidorlang Lyngdoh |
Date Deposited: | 23 Oct 2020 14:51 UTC |
Last Modified: | 04 Mar 2024 15:57 UTC |
Resource URI: | https://kar.kent.ac.uk/id/eprint/83661 (The current URI for this page, for reference purposes) |
- Link to SensusAccess
- Export to:
- RefWorks
- EPrints3 XML
- BibTeX
- CSV
- Depositors only (login required):