Abstract
In a previous volume of this journal, the authors presented a behavior versus outcome sales control continuum based on methods of monitoring, directing, evaluating, and compensating the salesperson's efforts and results. They empirically test their propositions about how control system perceptions influence salespeople on a diverse sample of sales representatives. They find that the predicted effects of control philosophy on affective and motivational states are generally supported whereas the effects on sales strategies or performance outcomes are not. Organizational culture differences are also observed.
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