Revisiting and replicating the dominant logic on salesperson job satisfaction, organizational commitment, and turnover

This study addresses a significant gap in the sales and marketing literature, limited replication of key research phenomena. The present study uses a longitudinal design to replicate and extend the principle theoretical model in sales management research suggested by Brown and Peterson (1993) meta-a...

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Bibliographic Details
Published in:Journal of business research 2021-03, Vol.126, p.524-532
Main Authors: Rajabi, Reza, Boles, James, Brashear Alejandro, Thomas G., Sarin, Shikhar
Format: Article
Language:English
Subjects:
Analysis
Business
Business schools
Employee turnover
Job satisfaction
Organizational commitment
Research institutes
Role ambiguity and conflict
Sales personnel
Sales rep job satisfaction
Salespeople turnover
Salespeople turnover intention
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Summary:This study addresses a significant gap in the sales and marketing literature, limited replication of key research phenomena. The present study uses a longitudinal design to replicate and extend the principle theoretical model in sales management research suggested by Brown and Peterson (1993) meta-analysis and reevaluates our understanding of the drivers and antecedents of salesforce job satisfaction and organizational commitment. Current replication overcomes various limitations found in previous sales research such as the limitedness longitudinal data, static panel of early hire salespeople, while providing additional evidence to support previous findings and extend the body of knowledge.
ISSN:0148-2963
1873-7978
DOI:10.1016/j.jbusres.2019.10.067