Commitment to technological change,sales force intelligence norms,and salesperson key outcomes |
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| Affiliation: | 1. Department of Marketing, College of Business and Behavioral Science, Clemson University, 273 Sirrine Hall, Box 341325, Clemson, SC 29634-1325, USA;2. Department of Marketing, The University of Alabama, 126 Alston Hall, Tuscaloosa, AL 35487, USA;1. The University of Arizona, Retailing & Consumer Sciences, P.O. Box 210078, Tucson, AZ 85721-0078, USA;2. SRH Riedlingen University of Applied Sciences, Lange Straße 19, 88499 Riedlingen, Germany;1. Leeds University Business School, University of Leeds, Leeds LS2 9JT, United Kingdom;2. Business Ecosystem Research Group, School of Business and Management, Queen Mary University of London, London E1 4NS, United Kingdom;3. mIMP Research Group, Manchester Business School, University of Manchester, Booth Street West, Manchester M15 6PB, United Kingdom;1. Department of Business Administration, Faculty of Management Sciences, Abdullah Gül University, Kayseri, Turkey;2. Department of Marketing and Supply Chain Management, Fox School of Business, Temple University, Philadelphia, PA 19122, United States;1. Arizona State University, W.P. Carey School of Business, Marketing Department, P O Box 874106, Tempe, AZ 85287-4106, USA;2. Georgia Institute of Technology, Scheller College of Business, 800 W. Peachtree Street NW, Atlanta, GA, 30308, USA;1. College of Business, North Dakota State University, 300D Barry Hall, P.O. Box 6050, Fargo, ND 58108-6050, United States;2. College of Business, North Dakota State University, 316 Barry Hall, P.O. Box 6050, Fargo, ND 58108-6050, United States;1. Turku School of Economics, University of Turku, Turku, Finland;2. University of Paderborn, Warburger Strasse 100, 33098 Paderborn, Germany;3. Arizona State University, P O Box 874106, Tempe, AZ 85287-4106, USA;4. Justus Liebig University, Licher Strasse 66, 35394 Giessen, Germany |
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| Abstract: | Despite increasing interest in sales technology investments, companies continue to struggle with getting their salespeople to use these expensive technologies. In this context, two under-researched issues warrant attention. First, although sales technology represents a continuous source of change, little is known about why salespeople commit to technology-induced changes. Second, knowledge on whether sales force intelligence norms play a role into translating use of sales technology to performance gains is remarkably sparse. To address these gaps, this study develops a conceptual framework that explores the linear and non-linear effects of commitment to technological change (i.e., affective, normative, and continuance) on sales technology infusion, and, in turn, on two key outcomes (i.e., customer-oriented selling and sales performance). Our framework also advances knowledge on how sales force intelligence norms (i.e., analytical sales processes and knowledge sharing with customers) moderate the relationships between sales technology infusion and key outcomes. Analysis is done using multilevel structural equation modeling on a sample of 303 salespeople nested within 22 firms. Findings support the view that the three components of commitment are distinct, with some counter-intuitive results. Specifically, affective commitment does not exert a significant positive influence as expected; yet, normative commitment does. In contrast, while lower levels of continuance commitment reduce infusion, higher levels have positive effects, thus depicting a U-shaped effect. Finally, sales technology infusion influences both key outcomes — and findings support the importance of fostering sales force intelligence norms. Implications of the study are discussed. |
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