Salesperson Job Research Articles

EXPLORING THE INFLUENCE OF TRANSFORMATIONAL LEADERSHIP ON SALESPERSON JOB PERFORMANCE: THE MEDIATING ROLES OF SELF-EFFICACY AND CREATIVITY IN VIETNAMESE SMES

Purpose: This study investigates the influence of transformational leadership on the job performance of salespersons in Vietnamese SMEs. It examines the mediating role of self-efficacy and creativity, contributing to the literature on effective leadership strategies and their impact on salesperson performance. Theoretical Framework: Grounded in transformational leadership theory, the study proposes that transformational leadership positively affects self-efficacy and creativity, leading to improved job performance among salespersons. Design/Methodology/Approach: Data is collected through a survey questionnaire administered to salespersons in Vietnamese SMEs. The collected data was analyzed using structural equation modeling (SEM) to examine the proposed relationships. Findings: The study reveals the impact of transformational leadership on salesperson job performance and highlights the mediating roles of self-efficacy and creativity. Research Implications: This research contributes to leadership and organizationnal behavior literature in Vietnamese SMEs, offering practical insights for enhancing sales force productivity. Practical & Social Implications: This study emphasizes the significance of transformational leadership in enhancing salesperson self-efficacy and creativity. It informs the development of targeted interventions and training programs, resulting in improved sales performance and overall organizational success. Additionally, the findings have broader applicability to effective leadership strategies across diverse cultural and business contexts.

Resistance in Business-to-Business “Cold” Sales Calls

In “cold” sales calls, the salesperson's job is to turn call-takers, or “prospects,” into clients while, very often, the latter resist them. In contrast to laboratory-based research, “cold” calls provide a natural environment where the stakes are real and resistance is manifest. We collected and transcribed 159 “cold” calls the goal of which was for salespeople to secure an appointment to meet prospects. Using discursive psychology and conversation analysis, we identified two practices—“blocks” and “stalls”—through which prospects resisted salespeople's attempts to schedule a sales appointment while also moving to terminate the interaction or delay the scheduling of an eventual appointment. Our findings show that, when approached as an interactive and situated discursive accomplishment, rather than a cognitive process, the practices involved in resisting can be better identified, described, and shared in ways that transform our understanding of resistance as a social psychological phenomenon.

Using MASEM to explore the psychological mechanisms linking salespeople's job satisfaction and performance

Satisfied and involved salespeople not only benefit themselves but also contribute to the profitability of their sales organisation. However, no sales research focuses on salespeople's psychological states driving salesperson involvement to sales performance. This study classified salespeople's psychological states influencing sales performance by the objects related to salespeople and the motivational states. The three psychological states are salespeople's motivations for the salespeople themselves (intrinsic motivation), their organisation (organisational commitment) and their customers (customer orientation). In addition, no meta-analysis or empirical sales study has yet identified and clarified the interactions between the salespeople's three psychological states or shown how they mediate the link between salespeople's job satisfaction and performance. This study involved the collection of 141 empirical sales articles (1971–2022) from 26 journals and coded 275 effect sizes with 72,668 survey responses. Meta-analytic structural equational modelling (MASEM) was used to analyse the data and test the conceptual model. The results support the hypotheses: salespeople's job satisfaction is positively related to intrinsic motivation and organisational commitment; salespeople's intrinsic motivation is positively related to job performance, organisational commitment and customer orientation; salespeople's organisational commitment is positively related to job performance; salespeople's customer orientation is positively related to job performance. However, two are not supported: the hypothesis proposing a relationship between salespeople's job satisfaction and customer orientation, and that proposing a link between salespeople's organisational commitment and customer orientation. Based on the findings, a map of the salespeople's three psychological states is proposed, illustrating the link between salespeople's job satisfaction and performance, revealing the dominant role of salespeople's intrinsic motivation in driving the other two psychological states, and identifying the two-way causal relationship between salespeople's intrinsic motivation and job satisfaction. This study also offers marketing analytic professionals a clear roadmap for what the crucial variables are and marketing managers practical advice on how to promote and control the sales force.

Internal marketing and salespeople's out-of-role behaviour: The mediating role of job satisfaction

This study examines the effect of internal marketing (IM) on salespeople's in-role and out-of-role behaviours and how these behaviours affect customer satisfaction and sales performance. It also tests the mediating role of job satisfaction as an emotional response and adopts survey design. Data from 322 companies in Daegu and Gyeongbuk Province in the Republic of Korea are collected and used to test the conceptual model using structural equation modelling. The findings reveal that organisations’ IM strategy for motivating employees positively affects salespeople's job satisfaction and out-of-role behaviour. The results also indicate that the salespeople's out-of-role behaviour enhances customer satisfaction and sales performance. This study suggests that organisations should provide guidelines and create an organizational culture that supports various IM activities to encourage employees’ spontaneous behaviours. It is among the very few, if not the first, studies that demonstrate how companies’ IM strategies could be leveraged to enhance job satisfaction and in-role and out-of-role behaviours in employees and how these behaviours could enhance customer satisfaction and sales performance.

International Industrial Selling: Demands, Resources, and Burnout

ABSTRACT Purpose The purpose of this study is to examine the impact of job demands and resources on international salesperson burnout. While general salesperson job demands are known, the current study seeks to identify role demands which are predominantly faced by international sales executives. Methodology/approach Job Demands-Resource Theory provides a foundation to expand the study of burnout to the international sales executive context. In addition, given the lack of established literature on international salesperson burnout, a grounded theory approach is ideal. Thirteen informants with experience selling internationally in all regions of the world were interviewed. The interviews averaged about 30 minutes and equated to 124 transcribed pages.A four-step process was applied to conduct this study. Step 1: Reviewing existing literature to guide the study. Step 2: Determine the analytical approach – including creating the interview guide, establishing sales profile criteria, and determining the data collection process. Step 3: Conducting the interviews, listening to the recorded interviews, and reading the transcripts. Step 4: Identifying themes and reporting the findings. Findings Four job demands are identified that are exacerbated within an international sales context (demands of understanding different cultures, the complexity of international business, understanding business, and demand of international travel). Job resources, at the firm and individual level, are examined as a buffer used to reduce the impact of job demands on burnout. Internal support and resource alignment were impactful at the firm level. Personal investments, personal time, and grit were impactful at the individual level. Additionally, this study identified sales closure rates, work-family conflict, and fight as self-undermining aspects that international sales executives experience. Research implications International sales research has remained limited. In 2011, only 97 articles were found over a 30-year period in the top 15 leading journal. To help address this limitation, this study identifies how job demands can lead to burnout, if not actively managed, within an international sales context. Practical implications The findings from this research indicate that managers need to be cognizant of the complexities of international travel. Duration to win can be much longer, win rates are significantly lower than domestic markets, and expenses can be significantly higher. Maximizing long-term results while balancing short-term costs need considerable attention. At a personal level, sales executives are more impactful when proper company policies and channels for communication with senior executives are aligned.International sales executives work in a function that requires travel away from home for two-to-three weeks at a time. Creating special policies for international sales executives to balance work and family can optimize company profitability while minimizing employee self-undermining. Originality/value/contribution This research provides a foundation for the examination of Job-Demand Resource Theory within an international selling context. Based on the results, seven propositions are developed to advance this stream of research. In addition, a series ofguidelines are offered for international firms to use in managing their salesforce

Servant Leadership Effects on Salesperson Self-Efficacy, Performance, Job Satisfaction, and Turnover Intentions

ABSTRACT Purpose Servant leadership has been tested as having a positive impact on employee self-efficacy which has been tested in the marketing literature within a service-delivery context. To date, there are no studies testing the Servant Leadership → Self-Efficacy path leading to salesperson job satisfaction, sales performance, and turnover intentions within a B2B context. The purpose of this study is to assess whether servant leadership has a direct relationship on salesperson self-efficacy (positive), job satisfaction (positive), performance (positive) and turnover intentions (negative). Second, the intent is to test whether servant leadership indirectly affects turnover intentions through self-efficacy, job satisfaction and performance as single and serial mediated paths. Finally, the study tests whether gender, firm size and job demands as challenge and hindrance stressors serve to moderate these hypothesized paths. Method Data was gathered over a 10-day period using an online survey from a survey panel of U.S. sales professionals who sell products and services to businesses within their sales role. The data was approximately evenly split between females and males and between smaller firms (less than 250 employees) and larger companies (more than 250 employees). The authors used Hayes Process Model 4 to test the hypothesized relationships. Findings Key results in this study suggest that servant leadership has a direct impact on salesperson job satisfaction (positive), self-efficacy (positive), and turnover intentions (negative), but fails to influence salesperson performance directly. Further, salesperson job satisfaction directly decreases turnover intentions; performance directly increases turnover intentions; but self-efficacy fails to have a direct impact on turnover intentions. Servant leadership has a direct impact on turnover intentions and indirect influence through job satisfaction (single mediator) and through self-efficacy, job satisfaction, and performance as serially mediated paths (Self-Efficacy → Job Satisfaction and Self-Efficacy → Performance). One significant finding is that servant leadership fails to directly influence salesperson performance suggesting that self-efficacy may exhibit suppressing the effects on Servant Leadership → Salesperson Performance path. Finally, the results indicate that gender (binary) and firm size (< 250 employees and > 250 employees) fail to serve as moderators on the proposed paths. However, servant leadership behaviors buffer the effects of challenge and hindrance stressors at low and moderate levels, but fail to have a buffering effect at high levels of challenge and hindrance stressors. Implications This study confirms that sales managers should consider adopting servant leadership to raise salesperson job satisfaction to aid in retaining sales talent (lower turnover intentions). Furthermore, sales managers who adopt servant leadership behaviors raise salesperson self-efficacy, which is a new finding that has not been tested to date in the marketing literature. Further, self-efficacy seems to suppress the direct link between servant leadership and salesperson performance indicating that servant leadership positively influences salesperson self-efficacy leading to higher salesperson performance as a mediated path. Also, salespeople who are high performers experience higher turnover intentions, possibly suggesting that high sales producers may perceive they should leave for better compensation or growth opportunities elsewhere. These relationships seem to hold regardless of gender and firm size. Finally, servant leadership seems to buffer the effects of low and moderate levels of challenge and hindrance stressors on job satisfaction, performance and turnover intentions. Originality This study provides further clarity as to whether servant leadership has a direct, partially mediated, or fully mediated influence on salesperson job satisfaction, performance and turnover intentions. The results support that servant leadership fails to directly influence salesperson performance; however, servant leadership increases self-efficacy, which in turn increases salesperson performance. This is a new finding within a business-to-business sales context. Another contribution to the nomological net is that servant leadership indirectly lowers salesperson turnover intentions through serial mediated paths consisting of self-efficacy, job satisfaction and performance as mediators.

Complementary effects of CRM and social media on customer co-creation and sales performance in B2B firms: The role of salesperson self-determination needs

This study examines the effects of salespeople's social media and customer relationship management (CRM) technology use on value co-creation through knowledge and the downstream impact on sales performance. Based on task-technology fit and self-determination theories, the findings reveal that social media, CRM technology, and their interaction support salespeople in their value co-creation efforts through the mediating role of knowledge enriched by these tools. The results indicate a significant moderating effect of salesperson job autonomy and sales quota ease in enhancing the relationship between knowledge and value co-creation. The study concludes by discussing important implications that stem from our analyses.

A dynamic system of job performance with goals and leadership changes as shocks

Two consistent predictors of salesperson job performance include goals and leadership. Much of the research related to these domains, however, has two limitations. First, it is removed from an understanding of how effects operate when performance is viewed as a dynamic system, or a construct with inherent feedback loops and a tendency to ebb and flow over time. Second, it focuses on leadership behaviors rather than leadership changes (i.e., experiencing a change in one’s supervisor), even though employees in today’s workforce often experience the event of having a leader replaced. We extend this literature by establishing and testing a theory of performance system dynamics such that key principles of dynamics regarding performance over time are integrated and tested. Moreover, these two predictors, salesperson goals and leadership changes, are represented as exogenous inputs or shocks. Repeated measures data on sales employees obtained over six months provide evidence of performance system dynamics, reflecting not only patterns of consistency but also responses to external forces. Findings also reveal that company-assigned goals (i.e., quotas) are a significant predictor of effort and performance beyond the employees’ typical behavior and nullify any potential negative impact of leadership changes. The paper concludes with implications for both research and practice.

Too much of a good thing?: The impact of ethical controls and perceived controllability on salesforce job performance

PurposeThe purpose of this paper is to attempt to better understand the relationship between organizational ethical climate, the internalization of ethical codes (INT), perceived control and business-to-business (B2B) and retail salesperson job performance. This research develops and tests a model that examines these relationships to better understand the relationship of these variables to salesperson job performance.Design/methodology/approachUsing the theory of planned behavior (Ajzen, 2002) as the theoretical lens and survey data from 307 salespeople in the USA, this study examines the relationship between organizational ethical climate, salesperson perceived control and salesperson job performance. This study examines whether this relationship may change with the presence of intervening variables related to a strengthened organizational ethical climate, and examines the relationship between these variables in two different analyses. First, this study examines the differences among retail salespeople as compared to B2B salespeople. Then this study examines the total dataset of salespeople as one sample.FindingsThe findings show that the positive effect of organizational ethical climate on the job performance of salespeople was reduced significantly when salespersons’ INT and salesperson perceived controllability, were examined in this relationship.Practical implicationsOrganizational controls, such as an ethical climate within a firm, can impact salesperson job performance, especially if the firm’s ethical climate causes the salesteam to feel that it lessens their perceived control. This study found that if the ethical climate reduces the salespeople’s feelings of self-efficacy, that the ethical climate changes can intervene and can significantly reduce the otherwise positive effect of the organizational ethical climate on salesperson job performance.Originality/valueFrom a theoretical perspective, the research is distinctive in its endeavor to better understand the relationship between the role of salespersons’ ethical code internalization and their feelings of self-efficacy and perceived control. This paper then examines how these variables can be influential to the direct effect of organizational ethical control and can impact the job performance of salespeople. The findings contribute to research by advancing our knowledge of how we can enhance the responses of salespeople to an organization’s ethical control, leading to higher customer satisfaction and improved sales performance.

Manager directives for salesperson ambidextrous selling and resulting job satisfaction: a regulatory focus perspective

Purpose To sustain firm profitability, it is critical for sales managers to direct business-to-business (B2B) salespeople to generate revenues by simultaneously acquiring new customers and selling to current customers. However, emerging research indicates territory-based B2B salespeople have a preferred customer engagement orientation that reflects a tendency for engaging in selling activities to new (i.e. hunters) and/or existing (i.e. farmers) customers, suggesting that managerial ambidexterity directives could have deleterious effects on salespeople. This paper aims to address this possibility by investigating the moderating effects of salesperson regulatory focus on the relationship between managerial directives for salesperson ambidexterity and salesperson job satisfaction. Design/methodology/approach The study uses a mixed-method approach by using a field study of 106 matched sales manager–salesperson dyads from a large Fortune 500 B2B industrial distributor sales force and an experiment involving 152 B2B salespeople from a cross-section of industries. Findings The results indicate that sales manager ambidexterity requests reduce salesperson job satisfaction. However, the findings also demonstrate that salesperson regulatory focus moderates these negative effects such that the negative effect of manager ambidexterity requests on job satisfaction is reduced for salespeople with high vs low levels of regulatory focus ambidexterity balance. The results from the cross-sectional experimental study illustrate the cognitive mechanism that helps explain why this occurs. Research limitations/implications The Fortune 500 firm used in Study 1 uses a territory-based generalist sales force model where salespeople are not incentivized to prioritize hunting over farming (and vice versa). As a result, the findings may not generalize to firms with hunting/farming incentive systems or to those that operate in particular industries requiring a focus on either hunting or farming. Practical implications The findings show why managers attempting to direct territory-based salespeople to increase their ambidexterity behaviors may undermine the job satisfaction of certain salespeople by triggering a decrease in motivation while the same directives have the opposite effect for other salespeople. The findings also demonstrate salesperson reactions to ambidexterity requests, which provide additional insights for effective salespeople hiring, training and management. Originality/value The findings have implications for better understanding the effectiveness of sales management leadership directives. The study also offers a promising direction for future research to investigate salesperson receptivity to managerial controls.

The impact of skill discretion and work demands on salesperson job satisfaction: the mediating influence of the burnout facets

This study seeks to advance our understanding of how skill discretion and hindrance demands impact both salesperson burnout and job satisfaction. Findings support that skill discretion and hindrance demands impact burnout, although to differing degrees. Skill discretion had the largest influence on personal accomplishment, while hindrance demands had the largest influence on depersonalization. When examining the influencers of job satisfaction, personal accomplishment had the largest total effect, while emotional exhaustion had the largest direct effect. Skill discretion had the largest indirect influence on job satisfaction, followed by depersonalization. In addition, our understanding of the mediating role of burnout is further developed. Overall, findings from this study help develop the understanding of how skills and demands influence both multi-faceted burnout and job satisfaction.

Thirty years of research on salesforce control systems and sales territory designs: An update on progress and research gaps

Sales territory design is an important component of a sales organisation as it is associat ed with salesperson incentives, performance, job satisfaction and overall effectiveness of the organisation. Sales literature suggests that salesforce control systems are likely to have a strong impact on sales territory design. Therefore, this study makes an attempt to analyse the impact of two types of salesforce control system, behaviour-based and outcome-based salesforce control systems, on sales territory design and also the impact of sales territory design on salesforce performance and sales organisation effectiveness. The paper is based on a review of studies published between 1987 and 2018, and reveals that a behaviour-based control system is more positively related to satisfaction with sales territory design than an outcome-based salesforce control system. These findings hold important implications for sales organisations as they will help sales managers in choosing the right kind of salesforce control system.

Revisiting and replicating the dominant logic on salesperson job satisfaction, organizational commitment, and turnover

This study addresses a significant gap in the sales and marketing literature, limited replication of key research phenomena. The present study uses a longitudinal design to replicate and extend the principle theoretical model in sales management research suggested by Brown and Peterson (1993) meta-analysis and reevaluates our understanding of the drivers and antecedents of salesforce job satisfaction and organizational commitment. Current replication overcomes various limitations found in previous sales research such as the limitedness longitudinal data, static panel of early hire salespeople, while providing additional evidence to support previous findings and extend the body of knowledge.

It is all in good humor? Examining the impact of salesperson evaluations of leader humor on salesperson job satisfaction and job stress

Salesperson job stress and job satisfaction have been identified as critical factors affecting job performance. Academic research suggests that sales managers can influence salesperson job stress and job satisfaction. Interestingly, a review of the sales literature finds very little research on the impact of sales leader humor usage on the stress and satisfaction of salespeople. Consequently, we explore how salespeople’s evaluation of their manager’s use of humor influences their individual levels of job stress and satisfaction. We investigate both the positive and negative roles of humor by analyzing the impact of salesperson evaluations of their managers’ use of affiliative and aggressive humor on their job stress and job satisfaction. Furthermore, we examine the mechanism by which these evaluations affect salesperson stress and satisfaction by identifying two critical mediating variables – social loneliness and willingness to cooperate. Using a sample of 299 professional salespeople, we empirically test this process model to find that affiliative humor usage by sales managers, as evaluated by salespeople, reduces social loneliness and stress for salespeople while also increasing followers’ acceptance of cooperation. Evaluations of aggressive humor, on the other hand, increase stress levels among salespeople. Both social loneliness and acceptance of cooperation, in turn, significantly affect job satisfaction.

Reconceptualizing the measurement of multidimensional salesperson job satisfaction

Job satisfaction is a key construct in many models examining salesperson attitudes, intentions, and behaviors. Job satisfaction has often been conceptualized and measured as a multidimensional construct – often via the INDSALES scale. Yet many researchers have not utilized this scale due to its length. Further, extant versions of reduced INDSALES scales are lengthy and have been questioned about whether they accurately represent the dimensions measured. The current research revisits the INDSALES scale and provides a reduced version based on more-advanced techniques than used previously. The proposed reduced scale is of benefit to subsequent research using a multidimensional measure of job satisfaction.

Using Ethical Leadership to Improve Business-To-Business Salesperson Performance: The Mediating Roles of Trust in Manager and Ethical Ambiguity

ABSTRACTPurpose: Given the ever-increasing pressure put on sales organizations to improve performance, behave ethically and establish long-term customer relationships, this study seeks to better comprehend ethical leadership’s part in doing so. It proposes that perceived ethical leadership indirectly influences salesperson performance through trust in manager and ethical ambiguity.Methodology/Approach: A survey of business-to-business salespeople was taken. Hypotheses are tested using structural equation modeling.Findings: The results show that perceived ethical leadership influences salesperson performance through the mediating roles of trust in manager and ethical ambiguity. Salespeople’s perceptions of their supervisor’s ethical leadership behaviors positively impact their trust in manager and negatively influences their ethical ambiguity. In turn, trust in manager positively influences sales performance while ethical ambiguity negatively influences sales performance.Research Implications: The results from testing the hypothesized model support mechanisms by which ethical leadership behavior may affect business-to-business salesperson job performance. It appears that ethical leadership works through ethical ambiguity and trust in manager to impact salesperson behavior performance, rather than directly impacting salesperson performance. Importantly the findings add to the literature an important consequence of ethical leadership, ethical ambiguity. This research likewise adds to the literature on role, and more specifically ethical, ambiguity by finding that reducing salesperson ethical ambiguity has a positive impact on salesperson behavior performance.Practical Implications: This study finds that one important mechanism for reducing ethical ambiguity is for sales supervisors to practice ethical leadership. By reducing ethical ambiguity, sales managers can improve business-to-business salesperson performance. In addition, use of ethical leadership by sales managers can positively influence the business-to-business salesperson’s trust in manager, which subsequently leads to greater sales performance.Originality/Value/Contribution: The results of this study add to our knowledge of ethical leadership by further developing its consequences. It also sheds light on a vastly under-researched construct, ethical ambiguity. Finally, it further validates the important role that trust in manager plays in the organization.

The salesperson wellness lifestyle, coping with stress and the reduction of turnover

PurposeIt is well known that job stress is major cause of salesperson job dissatisfaction and turnover. Salespeople require the resources to cope adequately with a multitude of job stressors, and the purpose of this study is to demonstrate that salesperson wellness promotes the ability of salespeople to use effective coping strategies in the workplace and as a result decrease their intentions of leaving the firm.Design/methodology/approachData including measures of coping strategies and a wellness lifestyle orientation were collected from a sample of 441 full-time professional salespeople in two metropolitan statistical areas of the USA. Structural equation modeling was used to demonstrate the relationship of a wellness lifestyle to coping strategies and in turn the relationship of coping strategies to job satisfaction and turnover intentions.FindingsThe study demonstrated the influence of the wellness lifestyle on salespeople’s ability to cope effectively with job stress. It extends previous research by demonstrating the direct influence of salesperson wellness on coping behaviors and demonstrates the nomological validity of the wellness lifestyle construct by modeling its relationship with job satisfaction and the intent to leave the organization.Research limitations/implicationsThe study recommends new research on the synergies that might be produced by simultaneous consideration of the social, physical, and psychological elements of the multicomponent wellness lifestyle. This should be particularly valuable in the context of the Challenger Sale.Practical implicationsWellness programs may be introduced or improved following an assessment of coping resource weaknesses of the sales force. New employees could be screened by examining their wellness profiles.Originality/valueMajor firms have promoted wellness lifestyle programs for years, but no studies have examined the influence of such programs on coping with job stress by salespeople. The paper demonstrates the value of the salesperson wellness lifestyle by showing that it promotes the most adjustive form of coping strategy, problem-focused coping.

The role of strategic leadership for learning on the relationship between training opportunities and salesperson job performance and commitment

PurposeThe purpose of this study was to examine the indirect effects of strategic leadership for learning between sales employees’ perceived learning opportunities and organizational commitment and job performance.Design/methodology/approachA total of 204 responses from sales employees in a South Korean company were analyzed using path analysis to test the hypothesized model and hypotheses.FindingsResults of the analysis showed that strategic leadership has a significant indirect effect on the relationship between perceived learning opportunities and job performance and organizational commitment.Originality/valueThe results of this study challenge the belief that providing learning opportunities improves salesperson performance and organizational commitment. The results indicate that the relationship between continuous learning opportunities and performance, as well as between opportunities and organizational commitment, is statistically nonsignificant. However, the authors did find that providing continuous learning opportunities via strategic leadership because learning increases performance and organizational commitment.

Impact of religiosity and culture on salesperson job satisfaction and performance

This research is a multinational study of the effect of religiosity on salespeople’s attitudes about their jobs, even after controlling for cross-cultural differences and the particular management practices in their sales organizations. We theorize moderator effects between religiosity and the salespeople’s traits and attitudes, as well as interactive effects between organizational factors and the cultures in which the firms are embedded. We test the effects of these joint culture and religiosity influences on multiple facets of job satisfaction and find support for our hypotheses. We also demonstrate financial consequences for both individual salespeople and their sales organizations. We test these effects in a survey of salespeople working in 38 countries operating in diverse industries.

영업사원의 고객 공감과 직무만족, 정서적 몰입, 고객지향성 간의 관계 연구

영업사원의 고객 공감과 직무만족, 정서적 몰입, 고객지향성 간의 관계 연구