Self-managing selling teams and team performance: The complementary roles of empowerment and control

This work is the first to examine systematically the influence of empowerment and control on the degree to which selling teams engage in desired self-managing behaviors. Further, this work is the first to propose the construct of desired self-managing behaviors in a selling team context, and empirically examine its influence on selling team performance. Our investigation indicates that control of team self-management provides a complementary positive influence to that of empowerment on the degree to which selling teams exhibit desired self-managing behaviors. In addition, we find a positive relationship between the degree to which teams exhibit desired self-managing behaviors and selling team performance; moreover, this relationship explains, to a large degree, selling team performance. These findings are consistent with our thesis that control of teamwork facilitates performance on the selling team level, just as control of selling skills facilitates performance on the individual sales rep level.