Terminological, Conceptual, and Theoretical Basics

Abstract

Before the design of the actual research framework and analysis of the empirical data, a common understanding of the terminology, concepts, and theory underlying this study is required. First Chapter 3.1 not only depicts the general notion of strategy, strategic management, and the configurational school but also more specifically the two dimensions of a bank's business strategy: sales and advice orientation. Subsequently Chapter 3.2 outlines the key element of this study - sales management control. Besides an illumination of its definition, evolution over time, and underlying theories, the central concepts of formal and informal management controls are detailed. Then Chapter 3.3 distinguishes the internal and external variables that influence sales management control strategies. Regarding the internal parameters, Chapter 3.3.1 differentiates organizational culture and centralization as well as information technology. Addressing the external forces of the market, Chapter 3.3.2 illustrates the environmental parameters dynamism, predictability, and competition. As the last building block of the research framework, performance - in its individual (salesperson behavioral and outcome performance) and organizational (sales organization outcomes) specification - is the topic of Chapter 3.4.