Organisational commitment and culture: evidence of commitment in an independent sales force

Abstract

This article analyses the relationship between organisational culture and commitment demonstrated by independent sales professionals of a firm in the electrical cables and conductors industry. This study is based on both quantitative and qualitative approaches. Participants comprised all 42 professionals working in the company's commercial division. Data were collected using interviews and documentary research. Two base scales were used to determine organisational commitment and organisational culture: IBACO and EBACO. Results indicate that a sales force, even when independent, might express commitment through the values of collaborative professionalism, and employee satisfaction and well-being, as well as the practices of fostering interpersonal relationships, external integration, rewards and training. The values and practices mentioned in this study may serve as insights for managers who wish to improve sales force commitment and consequently increase sales performance.