How sales controls affect job-related outcomes: the role of organizational sales-related psychological climate perceptions

By K. Evans, Tim Landry, Po-chien Li, Shaoming Zou. 2007

137 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/89d55d1f12522b7846bebbccb9dd859d7298c350

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Unpacking the Relationship between Sales Control and Salesperson Performance: A Regulatory Fit Perspective (2018, methodology): “…tio ns hi p, an d (– ) de no te s a ne ga tiv e re la tio ns hi p. 48 / Journal of Marketing, May 2018 Sales scholars have raised concerns about the ability of sales control systems to have a direct effect on salesperson performance (e.g., Evans et al. 2007; Kohli, Shervani, and Challagalla 1998).”
Corporate Social Responsibility, Customer Orientation, and the Job Performance of Frontline Employees (2014, background): “Thus, frontline employees may help satisfy customer needs when they believe that the customers are part of their in-group, but they may choose not to satisfy those needs if incentives to do so are low (Evans et al. 2007) or if the employee’s emotions vary widely (Brown et al. 2002).”
The interactive effects of sales control systems on salesperson performance: a job demands–resources perspective (2013, background): “Prior research has shown that activity control and capability control have differential and even opposite effects (Evans et al. 2007; Miao et al. 2007).”
Leadership style, salesperson's work effort and job performance: the influence of power distance (2015, background): “Extant studies have established that most of the variance in a salesperson’s attitude and behaviour can be explained by controllable organizational actions such as closeness of supervision, clarity of goals, training and feedback (Evans et al. 2007; Rigopoulou et al. 2012).”