The effect of trust in management on salespeople’s selling orientation

Peter Dickson (), Erick M. Mas (), Michelle Solt (), Tessa Garcia-Collart () and Jaclyn L. Tanenbaum ()
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Peter Dickson: Florida International University
Erick M. Mas: Indiana University Bloomington
Michelle Solt: Valparaiso University
Tessa Garcia-Collart: University of Missouri - St. Louis
Jaclyn L. Tanenbaum: Florida International University

Marketing Letters, 2022, vol. 33, issue 3, No 4, 397 pages

Abstract: Abstract In the following study, a sales rep hard-selling orientation is much more influenced by the hard-selling orientation they perceive senior management want them to adopt when (1) they trust senior management and (2) when their sales manager is perceived to take a similar position as senior management. Thus, a strong in-sync ethical signal is sent, either low or high. Trust plays no moderating role in senior management or sales managers’ influence on a salesperson’s level of customer orientation. This is because pursuing a customer orientation does not increase risk and vulnerability the way that pursuing a hard-selling orientation does, and trust is only an influential construct when there exists risk and vulnerability. In addition, no strong in-sync ethical signal effect was observed on sales rep customer orientation.

Keywords: Trust in management; Vulnerability; Customer orientation; Hard-selling orientation; Sales manager senior management in-sync ethical signaling (search for similar items in EconPapers)
Date: 2022
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DOI: 10.1007/s11002-021-09612-5

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