Self-oriented competitiveness in salespeople: sales management implications

Wyatt A. Schrock (), Douglas E. Hughes (), Yanhui Zhao (), Clay Voorhees () and John R. Hollenbeck ()
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Wyatt A. Schrock: Michigan State University
Douglas E. Hughes: University of South Florida
Yanhui Zhao: University of Nebraska at Omaha
Clay Voorhees: University of Alabama
John R. Hollenbeck: Michigan State University

Journal of the Academy of Marketing Science, 2021, vol. 49, issue 6, No 8, 1221 pages

Abstract: Abstract We explore the complexity of salesperson competitiveness and the concept of self-oriented competitiveness (SOC). Study 1 develops and validates a measure of SOC within a nomological network of achievement-related and personality constructs. Study 2 leverages a field experiment with a corporate sales force to explore alternative financial incentive structures facilitating performance across salespeople possessing different types of competitiveness. Using a contingency approach to leadership behavior and a multilevel field study with salesperson–sales manager dyadic data, Study 3 shows that other-oriented competitiveness (OOC) and SOC lead to conditionally distinct salesperson behaviors and differential performance outcomes. Collectively, the three investigations suggest that SOC is a unique construct having important sales management and future research implications.

Keywords: Trait competitiveness; Leadership behavior; Helping behavior; Sales contest; Working smart; Salesperson performance; Person–environment (P–E) fit (search for similar items in EconPapers)
Date: 2021
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Citations: View citations in EconPapers (3)

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DOI: 10.1007/s11747-021-00792-0

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