Abstract
This study investigates the efficacy of supervisory trust, participation, and information controls in curbing dysfunctional salesperson behavior so that salesperson actions are in line with organizational goals. Using a sample of 210 salespeople, we develop and test a model incorporating supervisory trust, participation, information controls (output information, activity information, and capability information), and dysfunctional behavior. Output and activity information controls directly affect dysfunctional behavior, whereas capability information controls work positively through trust in the supervisor to reduce dysfunctional behavior. Providing sales representatives with information about their capabilities appears to enhance the supervisor–salesperson trust relationship. Results also indicate that salespeople’s supervisory participation is an effective lever for reducing dysfunctional salesperson behavior through the intervening role of trust in the supervisor.
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