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In the environment of business‐to‐business e‐commerce, both buyers and sellers are uncertain about their roles. Questions abound. What is the role of the Internet in buyer‐seller relationships, and what will be the interface between the Internet and the salesforce as information sources? Data collected from purchasing professionals suggest that traditional information sources, including suppliers' salespeople, are more useful than the Internet at the present time. Moreover, findings indicate that the Internet plays almost no role in supplier selection decisions and only a moderate role in ongoing buyer‐seller relationships. Additionally, in relationships characterized by high levels of information exchange, trust, cooperation, and/or adaptations, the Internet appears to play a less important role. Based on these findings, implications for practitioners and researchers are discussed.
PurposeThe purpose of this study is to investigate the effects of salespersons' attributions about managerial e‐monitoring on salespersons' customer orientation.Design/methodology/approachHierarchical linear modeling was used to test the six study hypotheses. A main effects model was used to test the first two hypotheses, with a comparison of regression models used to identify pure modifiers.FindingsThe results of this study found informing attributions enhance customer orientation. This effect, however, can be weakened under highly bureaucratic organizational cultures. Similarly, the ability of controlling attributions to hamper customer orientation is less pronounced in cultures described as more bureaucratic.Research limitations/implicationsBuilding on self‐determination theory (SDT), the authors' study provides an explicit test of e‐monitoring and examines the nature and effects of information and controlling attributions. Given a low variance extracted value attained for bureaucratic culture, future research investigating the underlying dimensions of bureaucratic cultures is warranted. Likewise, more tests of the cognitive mechanisms behind salespersons' attributions are needed to further extend SDT.Practical implicationsManagers seeking to improve customer orientation through the use of e‐monitoring might be best served by encouraging a salesperson's informing attributions. This might be accomplished by clearly communicating the purposes of the e‐monitoring to members of the salesforce.Originality/valueBy investigating the positive and negative effects of e‐monitoring on salesperson customer orientation, this study offers concrete implications for researchers and practitioners on a topic that previously has been examined in the literature only via speculative post hoc analysis.
PurposeThe purpose of this paper is to investigate whether and under what condition does affective orientation (AO) drive salesperson performance (SP) and whether there is a tradeoff between affective orientation and the need for cognition (NFC). Using career stage theory, this research proposes that emotion is important and that the relationship between AO and SP is conditional and mediated.Design/methodology/approachThe hypothesized model is tested using survey data that were collected from 611 attendees at a Midwest regional sales meeting of a national direct selling organization. The model was estimated using 5,000 bootstrapped samples drawn to assess the conditional and indirect effects.FindingsThe findings reveal that AO increases SP when mediated through motivation to work (MW), but only during the salesperson's initial stage of their career – their first year. In subsequent career stages, AO's impact on SP diminishes, while NFC's impact on SP remains significant regardless of career stage.Research limitations/implicationsThe data were collected from a single selling organization.Practical implicationsThis study increases the understanding of the relationship between salesperson emotion (AO) and SP. This informs sales managers that new salespeople interpret information both emotionally and cognitively, which impacts the management of early career salespeople.Originality/valueSales research rarely investigates the role of emotion. This research finds that emotion can be an asset to new salespeople. However, the need for emotion (AO) decreases with experience and no longer has a significant impact on performance after the initial stage.
PurposeBy outsourcing or partnering with two or more firms to perform certain activities targeted toward customers, firms are engaging in service networks. This research begins to examine how customers evaluate firms in a strategic, B2B service network and how their assessment of firms involved in co‐producing after‐sales service affects their evaluations of a focal selling firm. These evaluations include the key relational outcomes of brand image, satisfaction, and behavioral intentions.Design/methodology/approachThe conceptual model examines the effects of partner firm performance on customers' evaluations of a focal selling firm. Key factors such as focal brand strength and the strength of the relationship between the partner firm and the focal selling firm are proposed to influence this relationship.FindingsPost‐sale business services provided directly to the customer are likely to play an important role in building a firm's brand image and equity, whether those services are provided by the firm or its partners.Research limitations/implicationsThe individual firm to individual customer dyad approach that currently dominates the literature does not adequately capture the complex nature of today's B2B service relationships. This research develops a conceptual model that directly addresses the way customers evaluate service when it is performed by multiple partners.Practical implicationsDiscovering how customers evaluate service experiences in which multiple firms co‐produce the service within a B2B service network can provide firms with the guidance needed to improve the performance of the entire network and the overall service experience of network customers.Originality/valueThis paper presents new theoretical developments in the area of business‐to‐business service networks. This research also addresses several gaps in the industrial marketing literature, particularly B2B services and branding.
To enhance our understanding of the optimal buyer‐seller dyad composition in different cultures, this study investigates differences in male and female buyers' perceptions of male and female sales representatives in Pakistan. Data collected from 88 Pakistani buyers reveal that although male and female salespeople were perceived somewhat differently depending on the buyer's gender, many similarities were also found. In addition, buyers did not perceive salespeople of the same gender more positively than salespeople of the opposite gender. Most of the male buyers did not perceive sales to be an appropriate career for Pakistani women. Overall, the results suggest female Pakistani sales representatives are more relationship‐oriented, and some male Pakistani buyers may prefer working with female salespeople.
