This research explores the determinants and consequences of salesperson polychronicity in a business-to-business (B2B) sales environment. Additionally, the study examined the link between the antecedents and consequences of salesperson polychronicity using resistance to change (RC) and manager trust in salesperson (MT) as moderators.
A conceptual framework was developed by testing eight hypotheses based on data collected from 378 salesperson-manager dyads.
The authors find that opening leader behavior is positively associated with salesperson polychronicity, while closing leader behavior negatively influences salesperson polychronicity. In addition, salesperson polychronicity positively affects service recovery performance and customer-directed organizational citizen behaviors (OCB). Finally, the RC and MT significantly and positively moderate the linkage between the antecedents and consequences of salesperson polychronicity.
This study is original because this is the first study to address polychronicity as an individual trait in a B2B environment where multitasking behavior is of paramount importance.
