Linking performance outcomes to salesperson organizational citizenship behavior in an industrial sales setting

Gregory Marshall, William C. Moncrief, Felicia G. Lassk, C. David Shepherd

Research output: Contribution to journalArticle

Abstract

More than ever before, firms in the industrial marketplace are focusing on the contribution of the salesperson and selling role to organizational success. Considerable recent research shows that not only in-role but also extra-role behaviors-organizational citizenship behaviors (OCBs)-are important in modeling salesperson performance. Yet, to date little effort has focused on examining the impact of OCB on relevant performance outcomes. Employing a sample of 207 industrial field salespeople from two companies and industries across the United States, this study reveals differences in impact of OCB on four diverse performance outcome types. The findings are discussed in terms of managerial applicability to industrial sales organizations, and a resulting set of next research steps is presented.
Original languageEnglish
Pages (from-to)491-501
Number of pages11
JournalJournal of Personal Selling and Sales Management
Volume32
Issue number4
DOIs
Publication statusPublished - 1 Oct 2012

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sales
Sales
citizenship
sales organization
performance
role behavior
Industry
selling
firm
industry
Salesperson
Organizational citizenship behavior
Salespeople
Salesperson performance
Extra-role behavior
Modeling

Cite this

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Linking performance outcomes to salesperson organizational citizenship behavior in an industrial sales setting. / Marshall, Gregory; Moncrief, William C.; Lassk, Felicia G.; Shepherd, C. David.

In: Journal of Personal Selling and Sales Management, Vol. 32, No. 4, 01.10.2012, p. 491-501.

Research output: Contribution to journalArticle

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