AbstractIn a B2B selling context, salespeople are encouraged to perform adaptive selling strategies to attend to diversified customer needs and achieve sales performance (i.e., market share) and relational performance (i.e., trust, loyalty, and satisfaction) by performing adaptive selling behavior or showing the ability to recognize customers’ emotions. However, based on the resource allocation theory, the current research proposes that the two aforementioned factors seem to interfere with each other to affect the final performances. Results show that from Study 1, adaptive selling behavior, which is consequential of salespeople’s interpersonal mentalizing skills, is positively associated with relational performance, and the relationship is moderated by emotional intelligence. From Study 2, perceived service climate, a consequence of perceived transformational leadership is positively associated with sales performance. There was a significant interaction between adaptive selling behavior and service climate on sales performance, indicating that salespeople who do not perceive that firms emphasize services, they have sufficient resources to apply adaptive selling strategies. Conversely, if they were encouraged to focus on providing service, this might affect their adaptive selling on sales performance. Based on the results, we provide insights for B2B salespeople and managers to focus on one salient goal to achieve the best outcome.
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