From cognition to action
Purpose This study aims to investigate salespersons’ self-monitoring and its effect on adaptive selling behavior. As salespeople are constantly facing different customers with various needs and want and engaging in a different sales situation, salespeople must deploy their inner capabilities in prac...
محفوظ في:
| المؤلف الرئيسي: | |
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| مؤلفون آخرون: | , , |
| التنسيق: | article |
| منشور في: |
2020
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| الوصول للمادة أونلاين: | http://hdl.handle.net/10725/12336 https://doi.org/10.1108/JBIM-06-2019-0302 http://libraries.lau.edu.lb/research/laur/terms-of-use/articles.php https://www.emerald.com/insight/content/doi/10.1108/JBIM-06-2019-0302/full/html |
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| الملخص: | Purpose This study aims to investigate salespersons’ self-monitoring and its effect on adaptive selling behavior. As salespeople are constantly facing different customers with various needs and want and engaging in a different sales situation, salespeople must deploy their inner capabilities in practicing adaptive selling behavior during and across sales interactions. This study also investigates the impact of salesperson’s intrapersonal leadership – where leadership stems from the individuals with the purpose to influence oneself. Design/methodology/approach Authors draw on the social cognitive theory of self-regulation to develop our model and examine the relationship between self-monitoring, thought self-leadership and adaptive selling behavior. We empirically test the model using data from 335 pharmaceutical salespeople working across several countries in Asia. Findings The results support the role of self-monitoring and thought self-leadership as antecedents to adaptive selling. Further, the results suggest that self-monitoring positively moderates the relationship between thought self-leadership and adaptive selling behavior. In light of these results, we explore implications and limitations and conclude by suggesting directions for further research. Research limitations/implications The sampling method used was convenience sampling, which may limit the theoretical generalization of our results across all emerging markets. Moreover, this study examines the direct impact of self-management mechanism on adaptive selling behavior and the way it interacts with salesperson's thought self-leadership to strengthen adaptive selling behavior. However, the research model does not include organization-level drivers. Originality/value This study makes an important and original contribution to sales literature by demonstrating the direct and interaction effects of self-monitoring mechanism on a critical component of a business to business sales process, adaptive selling behavior. Results from this study highlight the critical importance of cognitive processes that drives positive selling behavior. |
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