Sales force control: a synthesis of three theories

Article Abstract:

This article, first, synthesizes three theoretical approaches to salesforce control systems and, second, examines the effect of the control mechanisms on key consequence variables. More specifically, the manuscript develops a comprehensive model of salesforce control by integrating key constructs from three alternative theories: organization theory, agency theory, and transaction cost analysis. The constructs are (1) outcome observability from organizational theory, (2) behavior observability from agency theory, (3) transaction-specific assets (TSA) from transaction cost analysis, and (4) task programmability or environmental/task uncertainty, a key construct in all three theories. In addition, the study examines the effects of controls on certain consequence variables: salesperson-customer relationships and salespersons' motivation and organizational commitment. (Reprinted by permission of the publisher.)

Case studies, Sales management, Sales managers

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Diversity in the sales force: problems and challenges

Article Abstract:

This review presents a knowledge assessment concerning diversity on the sales force. After briefly discussing the present state of diversification of mainstream sales jobs, it identifies four social determinants that may underlie problems non-traditional salespeople encounter (stereotypes, devaluation, tokenism, communication style compatibility, and perceptions of selling careers). It describes some road blocks that such salespeople face (involving such things as getting hired, corporate networking, customer resistance, upward mobility, and supervisory support), and then discusses the challenges confronted by management that are generated by these social determinants and road blocks. Finally, it details needed research in the area. (Reprinted by permission of the publisher.)

Management, Workplace multiculturalism, Workplace diversity

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