Dual Control of Salesforce in Partially Integrated Channels |
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| Affiliation: | 1. Iowa State University, College of Business, Department of Marketing, Ames, IA 50011-1350, United States;2. University of Georgia, Terry College of Business, Department of Management Information Systems, Athens, GA 30602, United States;1. Jacobs Management Center, School of Management, The State University of New York at Buffalo, Buffalo, NY 14260, United States;2. Allen G. Aaronson Department of Marketing and International Business, Zicklin School of Business, Baruch College – The City University of New York, One Bernard Baruch Way, New York, NY 10010, United States;3. Department of Marketing, Aalto University School of Business, P.O. Box 21230, FI-00076 Aalto, Finland;1. Professor of Marketing, The University of Texas at Dallas, School of Management, SM 32, 800 W. Campbell Rd., Richardson, TX 75080, United States;2. Professor of Marketing, Marketing Department, 4-20F School of Business, University of Alberta, Edmonton, AB, Canada T6G 2R6;1. School of Business, Eastern Illinois University, Charleston, IL 61920, USA;2. College of Business, City University of Hong Kong, Kowloon, Hong Kong;1. Villanova School of Business, Villanova University, 800 E Lancaster Ave, Villanova, PA 19085, United States;2. City University of Hong Kong, Department of Management, College of Business, 83 Tat Chee Ave, Kowloon Tong, Hong Kong;3. Center for Business and Economic Research, Miller College of Business, Ball State University, 2000 W University Ave, Muncie, IN 47306, United States;4. College of Business, Florida Atlantic University, 777 Glades Road, Boca Raton, FL 33431, United States;1. Weatherhead School of Management, Case Western Reserve University, Cleveland, OH 44106, United States;2. Spears School of Business, Oklahoma State University, Stillwater, OK 74078, United States;3. College of Business, 307 RBA, Florida State University, Tallahassee, FL 32306, United States;4. Spears School of Business, Oklahoma State University, Stillwater, OK 74078, United States;1. Stockholm University, Stockholm Business School, Sweden;2. Aalto University School of Business, Department of Marketing, Finland |
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| Abstract: | A manufacturer using a partially integrated channel (PIC) dispatches its own salesforce to the retailers that it sells through. The manufacturer salesforce in a PIC is simultaneously subject to controls by the manufacturer and the retailer, which we call dual control. Despite its increasing prevalence, how dual control influences salesforce performance remains understudied. We develop a discriminating alignment framework through two steps to answer this question. The first step examines the influence of a controller on the efficacy of a control mechanism. The efficacy of a control mechanism varies with the party that exerts control. The second step expands this logic to dual control. The performance effect of dual control is equivocal: It may have a positive, negative, or no influence on salesforce performance depending on discriminating alignment. To improve salesforce performance, a manufacturer’s control and a retailer’s control must compensate for each other’s weaknesses. Empirical tests based on matched dyadic data of dual control of salesforce by apparel manufacturers and retailers support our predictions with considerable theoretical and managerial implications. |
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| Keywords: | Partially integrated channel Process control Outcome control Discriminating alignment Salesforce performance |
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