Internal selling: Antecedents and the importance of networking ability in converting internal selling behavior into salesperson performance

Abstract

This study focuses on an intraorganizational sales resource-coordination behavior of salespeople, i.e., internal selling. Taking the organizational politics perspective, we define internal selling as a political behavior, in which salespeople intentionally use interpersonal influence attempts to secure needed resources to support external selling activities. Drawing on the job demands-resources model, we posit that internal selling is a job demand in the sales role, whereas networking ability serves as a job resource that equips salespeople to cope with this demand; thus, when internal selling behavior is coupled with a strong networking ability, sales performance is enhanced. We also examine salespeople’s access to sales resources and social status as antecedents of internal selling. This empirical study is among the first to investigate the antecedents of internal selling and the joint effect of internal selling and networking ability on salesperson effectiveness, thereby providing unique insights for both scholars and practitioners.