Sales intrafirm networks and the performance impact of sales cross-functional collaboration with marketing and customer service

dc.contributor.authorDANNY PIMENTEL CLARO
dc.contributor.authorCARLA SOFIA DIAS MOREIRA RAMOS
dc.coverage.cidadeNão informadopt_BR
dc.coverage.paisNão Informadopt_BR
dc.date.accessioned2022-08-10T18:58:28Z
dc.date.available2022-08-10T18:58:28Z
dc.date.issued2018
dc.description.abstractThis article draws on the growing body of research in sales intrafirm networks and sales management literature to develop and test a model of sales-marketing and sales–customer service cross-functional collaboration with objective sales performance. We posit that the effectiveness of specific structural feature of sales intrafirm networks (i.e., the number and strength of salesperson intrafirm ties) depends on whether cross-functional collaboration occurs with marketing or customer service. These differences exist because each function has distinct goals and competencies. Using network data from salespeople working for a chemical manufacturer, we found that having few sales-marketing total ties increase salesperson performance, while having many ties with customer service results in better sales results. We also found that strong ties with marketing colleagues lead to high sales growth while sales customer service collaboration benefits more when ties are weak. Moderating effects show that the combination of few strong ties with marketing and of many weak ties with customer service boosts salesperson performance. While we found that total ties with marketing have a U-shaped effect on salesperson performance, there is an inverted U-shaped effect for sales customer service collaborations and thus an optimal number of ties. This study advances our understanding of cross-functional collaboration in sales intrafirm network research. From a managerial perspective, our findings suggest that salespeople benefit from network steering capabilities when managing cross-functional contacts. In addition, sales managers benefit from a set of intrafirm network interventions that improve sales-force effectiveness.pt_BR
dc.format.extentp. 172-190pt_BR
dc.format.mediumDigitalpt_BR
dc.identifier.doihttps://doi.org/10.1080/08853134.2018.1437353pt_BR
dc.identifier.issue2pt_BR
dc.identifier.urihttps://repositorio.insper.edu.br/handle/11224/3933
dc.identifier.volume38pt_BR
dc.language.isoInglêspt_BR
dc.publisherRoutledge Taylor & Francis Grouppt_BR
dc.relation.ispartofJournal of Personal Selling & Sales Managementpt_BR
dc.rights.licenseO INSPER E ESTE REPOSITÓRIO NÃO DETÊM OS DIREITOS DE USO E REPRODUÇÃO DOS CONTEÚDOS AQUI REGISTRADOS. É RESPONSABILIDADE DOS USUÁRIOS INDIVIDUAIS VERIFICAR OS USOS PERMITIDOS NA FONTE ORIGINAL, RESPEITANDO-SE OS DIREITOS DE AUTOR OU EDITORpt_BR
dc.subjectsales intrafirm networkspt_BR
dc.subjectcross-functional collaborationpt_BR
dc.subjectsales managementpt_BR
dc.subjectmarketingpt_BR
dc.subjectcustomer servicept_BR
dc.subjectsocial network theorypt_BR
dc.titleSales intrafirm networks and the performance impact of sales cross-functional collaboration with marketing and customer servicept_BR
dc.typejournal article
dspace.entity.typePublication
local.subject.cnpqCiências Sociais Aplicadaspt_BR
local.typeArtigo Científicopt_BR
relation.isAuthorOfPublication4d0421e0-4cc8-4fb3-846a-581a48c752f5
relation.isAuthorOfPublicationa5e47b3d-97ba-4dfc-9e50-a5a788713577
relation.isAuthorOfPublication.latestForDiscovery4d0421e0-4cc8-4fb3-846a-581a48c752f5
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