Abstract
In two different studies of large industrial sales forces, the frequency of positive and negative critical sales events is shown to affect sales force satisfaction and performance, both directly and indirectly through their impact on role stress. Managerial variables (training and leadership) also affected role stress, satisfaction, and performance, both directly and as moderators. Despite the differences in sales forces/selling situations and the use of different performance measures in the two studies, the results are reasonably consistent and provide solid evidence that critical sales events add to our ability to explain sales force outcomes and are worth further research and managerial attention.
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