Left to their own devices? Antecedents and contingent effects of workplace anxiety in the WFH selling environment

Purpose The main purpose of this research is to understand how the sudden shift to work from home (WFH) after the onset of the COVID-19 pandemic has caught several sales organizations underprepared and ill-equipped to combat emergent challenges. In this research, the authors provide initial evidence into how the WFH arrangement impacts salespeople and sales organizations. Specifically, this research is guided by two objectives: to understand how the shift to WFH environment is affecting salespeople, and to explore how organizations can mitigate dysfunctional effects of the shift to WFH practices and enhance salespeople’s commitment toward this new reality. Design/methodology/approach The authors did preliminary in-depth interviews with 13 executives operating in the business-to-business (B2B) space to identify themes that reflected the reality faced by B2B sales organizations when transitioning to WFH. The authors then conducted a quantitative study involving a survey with 130 B2B salespeople. Findings The findings from the qualitative research suggested that the WFH situation is quite different from the more traditional remote selling situations that B2B salespeople are used to. More specifically, salespeople experienced more anxiety because of the WFH situations. This finding was supported in the empirical study done by the authors where stress associated with WFH and job insecurity had a significant impact on salesperson anxiety. Research limitations/implications The study primarily used subjective responses of salespeople with no objective measures. Furthermore, this study is cross-sectional in nature. Future research should build on the present work to understand the long-term consequences of WFH and factor in customer responses to the same. The impact of increased use of technology in the sales process will need further attention, including the sales management implication for the same. Originality/value Given the unforeseen nature of the COVID pandemic and how unprepared salespeople and sales organizations were to deal with it, this study is one of the first studies that documents the impact of WFH situations on salespeople.

Identifying aggressive versus ethical sales supervision in B2B service recovery: a multilevel perspective

PurposeThe current research provides a conceptual framework that explains how sales managers' aggression across business-to-business (B2B) sales organizations triggers salespeople's surface acting, deep acting and service recovery performance. It also investigates the moderating role of ethical leadership through sales managers' aggressiveness on service recovery performance.Design/methodology/approachThe authors test the model using multilevel analysis with cross-sectional data of 367 salespeople from different sales organizations.FindingsThe study shows that the aggression of sales managers has an adverse influence on service recovery performance. Additionally, aggressiveness among sales managers is positively connected with surface acting while adversely affecting deep acting. The study’s findings also indicate that ethical sales leadership is positively moderate among sales managers' aggressiveness and service recovery performance.Research limitations/implicationsThe authors collected data from individual salespersons, which is the limitation; however, future studies could collect data using the dyadic approach, such as matching responses from both managers and salespersons. This method could enhance the model's internal validity.Originality/valueSeveral studies have mainly focused on positive supervision styles in the literature on service recovery. At the same time, building a negative supervision model in the B2B service recovery context, which has been persistently ignored, is noteworthy.

Misfit? The Use of Metrics in Innovation

Measuring innovation is a challenging but essential task to improve business performance. To tackle this task, key performance indicators (KPIs) can be used to measure and monitor innovation. The objective of this study is to explore how KPIs, designed for measuring innovation, are used in practice. To achieve this objective, the author draws upon literature on business performance in accounting and innovation, yet moves away from the functional view. Instead, the author focuses explicitly on how organizational members, through their use of KPIs in innovation, make sense of conflicting interpretations and integrate them into their practices. A qualitative in-depth case study was conducted at the innovation department of an organization in the process industry that operates production sites and sales organizations worldwide. In total, 28 interviews and complementary observations were undertaken at several organizational levels (multi-level). The empirical evidence suggests that strategic change, attributed to commoditization, affects the predetermined KPIs in use. Notably, these KPIs in innovation are used, despite their poor fit to innovation subject to commoditization. From a relational perspective, this study indicates that in innovation, KPIs are usually complemented by or supplemented with other information, as stand-alone KPIs exhibit a significant degree of incompleteness. In contrast to conventional studies in innovation and management accounting, this study explores the use of key performance indicators (KPIs) in innovation from an interpretative perspective. This perspective advances our understanding of the actual use of KPIs and uncovers the complexity of accounting and innovation, which involve numerous angles and organizational levels. Practically, the findings of this study will inform managers in innovation about the use of KPIs in innovation and the challenges individual organizational members face when using them. In innovation, KPIs appear to be subjective and used in unintended ways. Thus, understanding how KPIs are used in innovation is a game of reading between the lines, and these KPIs can be regarded as misfits.

Selling to enabled purchasers: the effect of perceived supply risk and profit impact on the buyer–seller interaction

Purpose Based on insights from the buying process, the purpose of this study is to align selling firms to the buyer’s efficiency needs that are grounded on the different types of purchases. Design/methodology/approach Using thematic analysis, this study conducted 35 in-depth interviews with business-to-business buyers and salespeople on the changing buyers’ sourcing needs. Findings In line with buyer enablement, buyers prefer personal selling when they perceive the sales offer as highly risky for the buying organization, whereas they have a strong preference for a direct marketing approach by the selling firm when they are purchasing low-risk purchases. Research limitations/implications This paper is a qualitative study. Future research should collect secondary company data to validate the results. Practical implications This paper addresses the buyer’s sourcing needs and presents how direct marketing channels and personal selling should be balanced to increase the return on salesforce resources. Originality/value This is one of the first studies to examine how sales organizations can create value by facilitating the buying process. Depending on the buyer’s categorization of the sales offer, this study highlights how a choice between direct marketing or personal selling improves the buyer’s perception of the sales organization.

Improving negotiation success in B2B sales organizations: is structured negotiation management a success factor?

Researchers and practitioners alike recognize the necessity to manage salespeople before, during, and after negotiations. Literature identifies four approaches that companies use to manage salespeople in and around negotiations. However, it has never been researched which of these approaches help companies implement negotiation management successfully. The present study examines which management approach or combination of approaches lead to a consistently high level of negotiation success. The authors use a fuzzy-set qualitative comparative analysis to identify the conditions explaining negotiation success. The findings indicate that any effort to actively manage negotiations as a corporate capability supports sales in achieving a higher level of negotiation success. While the study was not able to identify any necessary conditions, the sufficient solution formula to reach a high level of negotiation success comprises two paths in its most parsimonious form. Following this solution formula, companies should either enable salespeople to solve complex situations autonomously and provide guidance along the negotiation process or define clear objectives, manage salespeople against deviations from the objectives, and monitor them closely throughout the negotiation process. This suggests, that successful negotiation management either empowers salespeople to act autonomously or focuses on a control management style. The latter should comprise both aspects of outcome and behavior control.

Integration of the buyer–supplier interface for Global sourcing

While global sourcing often implies that the firm needs to, for example, redesign the procurement organization and make decisions on what to centralize and what to manage locally, global sourcing also has direct implications for management of the buyer–supplier interface. This study takes an organization design focus and addresses global sourcing organization design as well as provides illustrations on how to integrate the buyer–supplier interface for global sourcing. Integration is conceptualized as coordination and cooperation. The paper is based on an embedded unit case study of a global technical industrial product and service systems provider, TechInd (pseudonym). Data was collected from TechInd as well as from six of its suppliers. The findings indicate that the global sourcing organization structure, as well as the differences in the buyer’s sourcing and supplier’s sales organizations, pose requirements for management of the interface in terms of coordination and cooperation. Challenges arising particularly due to differences in geographical scope and level of centralization can be managed by introducing the key account role and alignment of incentives.

When Wrong Is Right: Leaving Room for Error in Innovation Measurement

To date, measuring innovation has not been an exact science. As in many areas of organizational life, errors in measuring innovation are a recurring fact. Innovation researchers and practitioners alike have become increasingly interested in understanding the occurrence of organizational errors and how these errors affect innovation and its measurement. This empirical study aims to address this under-explored area by utilizing a qualitative in-depth case study at the innovation department of an organization with production sites and sales organizations worldwide. A total of 28 semi-structured interviews at several organizational levels were conducted, with innovation managers, project managers, senior managers, and staff. Based on the findings in this case study, three explanations are presented on how organizational errors occur when using innovation KPIs (key performance indicators). The first explanation can be connected to the increasing complexity of innovation and its intangible nature. Another explanation can be traced to the difference between innovation strategy and innovation KPIs. Lastly, room for organizational errors can be related to the multitude of individuals and organizational levels involved in innovation and its measurement. The implications for practitioners are that innovation KPIs are not precise metrics but should be seen as estimates with organizational errors. Whether or not these innovation KPIs can be used as tools to turn innovation into competitive advantages largely depends on whether wrong is right. Future research should focus on the metrics that are implemented and actually in use, as this future path would highlight the function and dysfunction that organizational errors in innovation KPIs can have.

Salesforce responsive roles in turbulent times: case studies in agility selling

Purpose Salespeople are at the forefront of the external environment where they act as the first responders to critical events and their resulting business turbulence. How the salesforce responds to turbulence is, therefore, of great interest both theoretically and in practice. The paper aims to rekindle interest in agility selling, which is the most adequate behavioral sales model to exploit environmental uncertainty. Design/methodology/approach An organizational autoethnography complemented with data from in-depth interviews with key salespeople involved in turbulence resulted in the development of eight case studies. Findings Salespeople use agility selling through four possible responsive roles. They amplify, innovate, cooperate or mitigate turbulence to exploit its ensuing opportunity or minimize its negative effect for both the supplier and the customer. The article enhances the agility selling model by putting three core abilities in the forefront: (1) forecasting turbulence from critical events, (2) responding to changes quickly and adequately and (3) exploiting changes as opportunities. Research limitations/implications The article argues that critical events are the cause of the turbulence that the salesforce must deal with before it hits the dyad. Agility selling represents an untapped research opportunity in business-to-business sales, and sales management, as well as within the overall agile organization. Practical implications Sales organizations would greatly benefit in implementing training of agility selling’s core abilities because responsiveness is a valuable tool for salespeople in times of turbulence. Originality/value The study is the first to empirically demonstrate the existence of agility selling.

Sales organizations on the path of digitalization – A reflection from Germany, Finland and Austria

Companies are either proactively driving the digital transformation or are forced to digitalize by markets and ecosystems. In order to identify the status about the digital transformation of sales in practice and to get deeper knowledge about treated areas in sales and challenges on the path of digitalization, in-depth interviews of sales executives and managers of more than 50 internationally operating companies in three countries Germany, Finland and Austria were conducted in this research. The results show that one major goal for companies is to accelerate digitizing processes as digitalization helps to work more efficiently. Access to systems is necessary, hence investments in digitalization are seen as sustainable and absolutely essential for to serve B2B customers today. Digital tools lead to adaptions in the sales process as with support sales processes and sales management. Accelerated also by the COVID-19 crisis, face-to-face customer visits have been reduced even more and online meetings have increased as the speed of response has become more and more important. Finally, the necessary skill set of a sales force has to be adapted, which has to be further researched in the future, having support of higher education institutions being the order of the day. Companies have realized that a good sales pitch does not necessarily need to be in person, due to new virtual technologies.

Engaging Gen Z in professional selling: a systematic literature review

Purpose Employee engagement literature pertaining to professional salespeople has revealed several antecedents and consequences that lead to greater performance and turnover reduction. However, engagement literature in the field of human resource development (HRD) does not account for Generation Z (Gen Z), the latest in the workforce who has been noted to be vastly different from previous generations. This study aims to explore how to engage Gen Z in the context of professional selling by identifying the antecedents and consequences of employee engagement based on individual characteristics and organizational needs of this group. Design/methodology/approach A systematic literature review was conducted. In total, 21 papers relevant to employee engagement, professional selling and Gen Z were critically analyzed. Findings Findings indicate that Gen Z’s organizational need for mentoring and their individual characteristic of wanting job control and ownership are vital antecedents that could increase employee engagement. In addition, competitive rewards are important consequences that could improve individual sales performance. Practical implications HRD practitioners and organizational leaders must understand the unique characteristics of Gen Z to effectively engage them in the workplace. For sales organizations, there is a critical need to offer mentoring opportunities and competitive rewards from the start of Gen Z salespeople’s employment. Originality/value This research expands current engagement literature by addressing an emerging, under-explored issue – how to engage the newest workforce, Gen Z, in the context of professional selling.