... salespeople achieve are often associated with the success of company-related (non-sales-force) activities, such as the company’s advertising campaigns and promotional activities (Seriki et al., 2016). In this shared sales cycle, when salespeople believe that non-sales-force efforts are responsible...

... managers support and monitor salespeople with regard to improving their social status as well as their social popularity in their interactions with customers. Originality/value Previous research in sales force literature focuses on salespersons’ self-personality to predict sales performance...

... unit as follows: Seigyoung Auh can be contacted at: seigyoung.auh@thunderbird.edu © Emerald Group Publishing Limited 2013 Knowledge sharing behaviours Pay-for-performance Coworker relationship quality Knowledge sharing norms Knowledge sharing Sales force Canada Interpersonal...

... and utilising customer‐specific knowledge in order to create customer value and competitive advantage. © Emerald Group Publishing Limited 2013 Key account management Sales team Customer knowledge Key accounts Sales force Customer information Finland Industrial customers...

..., and characteristics, and customer satisfaction in a business‐to‐business setting in the financial service sector, differentiating between customer‐ and employee‐level drivers of business customer satisfaction. © Emerald Group Publishing Limited 2012 Sales force management Customer satisfaction Employee...

... by contact personnel whose main activity is selling services (Gounaris and Venetis, 2002). Trust Interpersonal relations Financial services Sales force Regression analysis For Gundlach and Murphy (1993 , p.. 41) “trust is the most universally accepted variable as a basis of any...

...). The researchers worked alongside each organization in a collaborative effort to understand and improve the sales process (following Gummesson, 2001). Sales Sales force Sales strategies Case studies Change management Sales is shifting from a twentieth century “selling products and services” model...

... with the traditional sales force. Originality/value Previous conceptualizations of inter‐channel cannibalization were all based on economic terms and, hence, were considered myopic by Porter. This study examines the psychological influence of the addition of an internet channel on sale agents' work related...

... performance Behaviour Sales force In today's highly competitive marketplace, personal selling is a critical element in the effort of modern firms to achieve organisational success based on customer satisfaction, loyalty and profitable sales volume (Anderson and Sullivan, 1993 ; Fierman, 1994...

... but also an avenue to build upon strengths, strengthen underdeveloped skills, and open new and promising horizons. Thus, coaches contribute to the creation of optimal working conditions. In sales force management, coaching is an important task for sales managers especially in organizations that place...

... their performance ratings evaluation (DeCarlo and Leigh, 1996 ; Strauss et al., 2001). Thus, we state hypothesis four as follows: © Emerald Group Publishing Limited 2007 Sales force Performance appraisal Interpersonal skills Performance management Organisational research has...

..., for the investigation. The emergent concepts featuring in this framework will now be discussed in turn. Sales force Learning Buyer‐seller relationships It is widely acknowledged that sales organisations operate in an increasingly turbulent environment where market contexts and client relationships...

... and showing companies insights into how to foster ethical sales behaviour and the positive consequences that this behaviour has on their salespeople. © Emerald Group Publishing Limited 2005 Business ethics Sales force Financial services Sales professionals have been frequent targets...