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AbstractThis study examines the impact of emotional intelligence (EI) on boundary‐spanning behavior, relationship quality, and performance among door‐to‐door salespeople. Data is collected from salespeople and customers of South Korean door‐to‐door cosmetics businesses and analyzed using structural equation modeling. The findings show that EI positively affects boundary‐spanning behavior. Similarly, boundary‐spanning behavior improves relationship quality, which improves both sales performance and customer satisfaction. This suggests that EI plays an important role in salespeople's boundary‐spanning behavior, thereby enhancing relationship quality, sales performance, and customer satisfaction. Unlike previous studies, this study makes use of actual sales volumes, salespeople's self‐reporting responses, and salespeople's customer‐reporting, which adds to the findings' uniqueness. The present study highlights that EI improves boundary‐spanning behavior, which is vital in developing relationship quality, improving sales performance, and increasing customer satisfaction. The study uses triadic data from door‐to‐door salespeople, customers, and sales organizations extensively, which is unusual in this field.

PurposeThis paper aims to assess the effect of adaptive selling behavior on customer outcomes, mutual outcomes and salesperson outcomes.Design/methodology/approachThe respondents were salespeople and customers in selected door-to-door cosmetics companies in South Korea. A questionnaire was used to collect the data. Structural equation modeling was used to analyze the data in this study.FindingsFindings show that adaptive selling behavior positively affects customer satisfaction, customer loyalty, sales performance, job satisfaction and relationship quality. These findings suggest that adaptive selling is crucial for the firm's survival depending on the industry and the product. Additionally, unlike previous studies, the authors use salespeople's self-reporting responses and customer-reporting of salespeople, which further enhances the richness and uniqueness of the results.Originality/valueStudies investigating mutual outcomes of adaptive selling behavior are scarce. The study also emphasizes that adaptive selling behavior enhances salesperson outcomes and customer outcomes and primarily uses dyadic data between door-to-door salespeople and their customers, which is not very common.

PurposeThis paper examines the antecedents of adaptive selling behavior empirically from the salespeople's, customers', and firms' perspectives.Design/methodology/approachSurvey design was used for this study. Data from 219 salespeople and their visiting customers in selected cosmetics companies in Korea are used to test the conceptual model using structural equation modeling.FindingsFindings show that intrinsic motivation, empathy, and product knowledge are germane to adaptive selling behavior among salesperson-level factors. Similarly, among the customer-level factors, the length of the relationship between salespeople and customers positively affects adaptive selling behavior. Also, while supervisory empowerment among the organizational-level factors significantly predicts adaptive selling behavior, supervisory control has a negative effect on adaptive selling behavior. The study finds that emotional intelligence and customer value demandingness do not significantly affect adaptive selling behavior.Originality/valueEven though there is extant research on adaptive selling behavior, our research differs from previous research because our research focuses on door-to-door personal selling channels. Furthermore, this study departs from previous research because it uses customer-reporting of the salespeople and salespeople's self-reporting responses.

AbstractThis article introduces the unique context of a partially‐integrated channel (PIC) that incorporates both market and hierarchical governance forms. In so doing, it examines determinants of the manufacturer's support for a PIC. Using power‐dependence and marketing effectiveness theories, we collected data from 172 marketing managers in charge of PICs in 15 companies in South Korea. The results showed that from the power‐dependence perspective, demand volatility, manufacturer's competitive intensity, and channel concentration are positively related to a manufacturer's dependence on the retailer, which is positively related to the manufacturer's support for the PIC with a retailer. From a marketing effectiveness perspective, channel bonding and customer linking are positively associated with manufacturer marketing effectiveness, which is an antecedent to PIC support for a retailer. Copyright © 2013 ASAC. Published by John Wiley & Sons, Ltd.