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Self-oriented competitiveness in salespeople: sales management implications

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Abstract

We explore the complexity of salesperson competitiveness and the concept of self-oriented competitiveness (SOC). Study 1 develops and validates a measure of SOC within a nomological network of achievement-related and personality constructs. Study 2 leverages a field experiment with a corporate sales force to explore alternative financial incentive structures facilitating performance across salespeople possessing different types of competitiveness. Using a contingency approach to leadership behavior and a multilevel field study with salesperson–sales manager dyadic data, Study 3 shows that other-oriented competitiveness (OOC) and SOC lead to conditionally distinct salesperson behaviors and differential performance outcomes. Collectively, the three investigations suggest that SOC is a unique construct having important sales management and future research implications.

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Notes

  1. This type of fit is distinct from “person–organization fit.” As Kristof (1996, p. 8) has suggested: “Although it is likely that many job requirements will mirror characteristics of the organization, they are conceptually distinct elements of the work environment.”

  2. We also conducted regression analysis using the continuous measures of SOC and OOC and a dichotomous contest design moderator. The results were consistent with the ANCOVA analysis.

  3. Although the argument for the antagonistic interaction between AOLB and SOC above is grounded on the concept of complementary person–supervisor fit, the expectation is consistent with other theoretical perspectives. For example, substitutes for leadership theory (Kerr and Jermier 1978) suggests that certain subordinate personality traits can act as leadership substitutes (rendering certain leadership unnecessary or redundant). Path-goal theory (House 1996) proposes that leaders will be motivating to the extent that they complement the subordinate’s environment with necessary guidance. Similarly, situational leadership theory (Hersey and Blanchard 1979) suggests that, to be effective, leaders must adjust to their followers—and that “telling” can be ineffective with mature subordinates.

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Acknowledgements

The authors are grateful for support and feedback from Tomas Hult, Roger Calantone, and Bill Cron. The authors are also thankful to the AE and three anonymous JAMS reviewers for various and constructive ideas and suggestions.

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Authors and Affiliations

  1. Eli Broad College of Business, Michigan State University, N341 North Business Complex, East Lansing, MI, 48824, USA

    Wyatt A. Schrock

  2. Muma College of Business, University of South Florida, 4202 E. Fowler Ave., BSN 3403, Tampa, FL, 33620, USA

    Douglas E. Hughes

  3. College of Business Administration, University of Nebraska at Omaha, Mammel Hall, 228CC, 6708 Pine Street, Omaha, NE, 68182, USA

    Yanhui Zhao

  4. The Culverhouse College of Business, University of Alabama, 361 Stadium Drive, Tuscaloosa, AL, 35487, USA

    Clay Voorhees

  5. Eli Broad College of Business, Michigan State University, N430 North Business Complex, East Lansing, MI, 48824, USA

    John R. Hollenbeck

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  1. Wyatt A. Schrock
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  2. Douglas E. Hughes
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  3. Yanhui Zhao
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  4. Clay Voorhees
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Correspondence to Wyatt A. Schrock.

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APPENDIX

APPENDIX

Items

Factor Loadings

α / Composite Reliability

Average Variance Extracted

S1a

S1b

S1c

S1e

S2

S3

S1a

S1b

S1c

S1e

S2

S3

S1a

S1b

S1c

S1e

S2

S3

Achieving a new personal record (personal best) is something that is important to me.

.85

.85

.85

.85

.85

.79

            

I try hard to surpass my own best past performance.

.75

.81

.78

.77

.83

.78

            

A large part of my enjoyment comes from improving on my past performance.

.72

.89

.66

.76

.92

.90

.89 / .87

.94 / .94

.90 / .89

.91 / .92

.96 / .94

.93 / .93

.57

.75

.61

.68

.75

.73

I always try to achieve new personal records (personal bests) for myself.

.72

.91

.79

.88

.91

.96

            

I always strive to surpass my prior accomplishments.

.71

.87

.81

.87

.83

.84

            
  1. Notes: S1a = Study 1a; S1b = Study 1b; S1c = Study 1c; S1e = Study 1e; S2 = Study 2; S3 = Study 3

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Schrock, W.A., Hughes, D.E., Zhao, Y. et al. Self-oriented competitiveness in salespeople: sales management implications. J. of the Acad. Mark. Sci. 49, 1201–1221 (2021). https://doi.org/10.1007/s11747-021-00792-0

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