Technology-enabled sales capability: A capabilities-based contingency framework

Abstract

As organizations emerge from the disruptions induced by the COVID-19 pandemic, it is becoming evident that the sales function has shifted irrevocably toward increased reliance on technological resources to facilitate inherent processes and activities. Integrating research from the dynamic capabilities and sales capabilities literature, this study examines why some organizations are more adept than others at harnessing and leveraging emergent technological resources to enhance sales operations. Specifically, we develop and test a theoretical framework of the antecedents and consequences of technology-enabled sales capability, a firm-level operational capability that captures the embeddedness of technology in sales processes and activities. The framework proposes that three firm-level dynamic capabilities—technology-sensing capability, vigilant market learning capability, and adaptive sales capability—are positively related to technology-enabled sales capability, which in turn is positively related to financial performance and customer relationship performance. The framework also explores the moderating effects of top management technology advocacy and two environmental variables—technological and market turbulence—on the development and deployment of technology-enabled sales capability. Based on findings from data gathered from 224 business-to-business sales managers, we extend theoretical and managerial contributions and provide directions for future research.