The impact of supervisory adaptive selling and supervisory feedback on salesperson performance

The paper investigated the moderating effects of supervisory adaptive selling behaviors on the feedback–performance relationship in industrial salespersons. A conceptual model was developed and three research hypotheses were empirically examined. The data were collected via a survey of a national ra...

Full description

Saved in:
Bibliographic Details
Published in:Industrial marketing management 2008-06, Vol.37 (4), p.447-454
Main Authors: Chakrabarty, Subhra, Oubre, Diana T., Brown, Gene
Format: Article
Language:English
Subjects:
Business studies
Feedback
Human resources
Industrial management
Job performance
Personal selling
Sales
Sales management
Sales managers
Salespeople
Salesperson performance
Studies
Supervisory adaptive selling behaviors
Supervisory feedback
U.S.A
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:The paper investigated the moderating effects of supervisory adaptive selling behaviors on the feedback–performance relationship in industrial salespersons. A conceptual model was developed and three research hypotheses were empirically examined. The data were collected via a survey of a national random sample of industrial salespersons in US. The results indicated that adaptive selling behaviors by sales managers moderated the effects of positive behavioral feedback on salesperson performance. Positive output feedback had a significantly positive effect on salesperson performance, whereas negative feedback (output and behavior) was unrelated to salesperson performance. Thus, sales managers can improve the productivity of their salespeople by demonstrating adaptive selling techniques while providing positive feedback to them. Managerial implications were discussed.
ISSN:0019-8501
1873-2062
DOI:10.1016/j.indmarman.2007.04.002